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HomeMy WebLinkAbout2018-05-22; City Council; ; Presentation of the Arts & Culture Draft Master Plan~ CITY COUNC IL ~ Staff Report Meeting Date: To: From: Staff Contact: Subject: May 22, 2018 Mayor and City Council Kevin Crawford, City Manager Richard Schultz, Cultural Arts Manager richard.schultz@carlsbadca.gov or 760-602-2086 Presentation of the Arts & Culture Draft Master Plan Recommended Action CA Review l)..)t.. To receive a presentation on the current draft of the Arts & Culture Master Plan in order to inform and provide opportunities for the City Council to comment on the proposed plan. Executive Summary The Cultural Arts staff has focused on the development of an Arts & Culture Master Plan (hereafter referred to as "Plan") since the last presentation to City Council in May 2017. The draft Plan being presented has been developed by utilizing extended community outreach and analyzing the resulting community feedback, while also including a context for regional and national trends through case studies. The draft Plan includes over 50 potential action items. Overall, the Plan presents opportunities for a higher profile Arts & Culture presence throughout the city and identifies the investments that will support the advancement of Arts & Culture in Carlsbad. Staff is seeking additional Council comments and discussion to inform continuing efforts on refining and finalizing this Plan. Discussion The City of Carlsbad has a demonstrated commitment to fostering arts and culture in the community. This commitment is based on the understanding that the arts can add to the city's quality of life, especially when, the city can proudly claim to be the home of a rich and vibrant arts and culture community. This Plan builds on the vision and framework for arts and culture established through Envision Carlsbad and General Plan policies and is intended to operationalize those goals by: • Identifying community priorities for the next 10 years. • Developing measurable objectives to support those priorities. • Creating an implementation plan that includes strategies, tactics and resource needs. Consultant Lynn Osgood of GO collaborative, in collaboration with the Cultural Arts and Communications staff, extended the community outreach phase from two months to over six months and utilized two surveys in both English and Spanish to collect more extensive community input. Additional outreach activities included convening targeted focus groups, conducting stakeholder interviews, presenting dialogue events with the public, facilitating in-depth staff and an Arts Commission workshop, releasing a plan preview and surveying the community via social media. The result of this community interaction was the creation of a draft document which May 22, 2018 Item #11 Page 1 of 69 accurately reflects community interests. Specific action items were designed to deepen the impact of arts through a heightened presence and expanded or new arts programs. The six following themes resulted from this community input effort: 1. Support Art as an Essential Component of Daily Life 2. Foster Arts & Culture Within the Physical Realm 3. Expand Arts & Culture Learning Opportunities 4. Establish Relationships that Support a Thriving Business Sector 5. Celebrate Carlsbad's Unique History and Distinct Identities 6. Build Capacity Within the Arts & Culture Sector These six themes provide the structure for the Plan by categorizing specific goals and action items with each theme. The resulting draft of the Plan affirms the city's current role as a provider of quality arts programming, while also encouraging the city to engage in new roles as a leader, connector and partner in both a local and regional context. The Plan also identifies potential partners, provides recommendations for staffing, offers budgetary considerations and lists potential funding activities. In assessing community interest through stakeholder conversations and survey responses from over 750 residents, it is apparent that the arts and culture are core values which are essential to Carlsbad's uniqueness. As the city begins implementation of this community-inspired Plan, it will focus on four primary outcomes: 1. Promote Carlsbad as a vital cultural destination. 2. Encourage greater implementation of the arts in academic and social programs including the advancement of Science, Technology, Engineering, Art and Mathematics (STEAM). 3. Support the ongoing integration of cultural arts into city policy and new project discussions. 4. Establish relationships that support a creative and thriving local arts ecosystem which fosters greater collaboration between the arts community and the business, education and nonprofit sectors. The Plan prioritizes ten potential action items which address a diverse array of focus areas inspired by feedback from the community, arts and civic organizations and artists, as well as the education, nonprofit and business sectors. Staff looks to the City Council for guidance and direction regarding those strategies which resonate in the most significant way and offer the best alignment with Council goals and interests for the future of Arts & Culture. No formal action will be taken at this meeting. Council input and direction will be utilized to finalize the Plan. This draft ofthe Arts & Culture Master Plan, as referenced in Exhibit 1, has been distributed to the City Council, posted on the City of Carlsbad website, distributed to the libraries, City Hall, Faraday Office, Senior Center and is on file in the Cultural Arts Office. The draft of the Arts & Culture Master Plan including appendices is available at the following link: http://www.carlsbadca.gov/services/depts/arts/draftplan.asp May 22, 2018 Item #11 Page 2 of 69 Fiscal Analysis Funding for the Arts & Culture Master Plan was approved in the FY 2015/16 budget for $165,000. There is no fiscal impact in receiving a report. Next Steps Staff will continue to collect input from the public, the City Council, the arts community, and fellow city colleagues to finalize the Plan . It is anticipated that staff will create a final report to be presented to the City Council for approval on June 26, 2018. Environmental Evaluation (CEQA) The proposed action does not qualify as a "project" under the California Environmental Quality Act (CEQA) per State CEQA guidelines 15378, as it does not result in a direct or reasonable foreseeable indirect physical change in the environment. Public Notification This item was noticed in accordance with the Ralph M. Brown Act (California Government Code Section 54950 et. Seq.), published and distributed at least 72 hours prior to the meeting date and time. The planning process included seven months of surveying the community in various events and locations, as well as outreach activities as cited on page one of this staff report. Exhibits 1. Draft of Arts & Culture Master Plan May 22, 2018 Item #11 Page 3 of 69 Lifelong Learning Capacity Building DistinctIdentities Business Sector Art in Daily Life Arts & Culture Master Plan May 2018 Draft Physical Realm May 22, 2018 Item #11 Page 4 of 69 Exhibit 1 ARTS & CULTURE MASTER PLAN ACKNOWLEDGEMENTS Thank you to the more than 750 residents of the City of Carlsbad who gave of their time, energy and ideas through individual interviews, community conversations, focus groups and surveys. This plan is by you and for you. City of Carlsbad Mayor Matt Hall Mayor Pro Tem Keith Blackburn Council Member Mark Packard Council Member Michael Schumacher Council Member Cori Schumacher City of Carlsbad Arts Commission Cathy Breslaw, Chair Laurenn Barker, Vice Chair Emma Jadhav Joan Markovits Tina Schmidt Bryan Snyder Scott White City of Carlsbad Cultural Arts Office Heather Pizzuto, Director City of Carlsbad, Library and Cultural Arts Richard L. Schultz, Cultural Arts Manager Karen McGuire, Curator of Exhibitions Tonya Rodzach, Arts Education Coordinator Megan Gilby, Community Arts Coordinator Chase Dougherty, Gallery Assistant Lisa Naugler, Arts Education Assistant Sandra Riggins, Senior Office Specialist Mimi Kim, Administrative Assistant GO collaborative Lynn Osgood Supported by: Arlene Ellwood May 22, 2018 Item #11 Page 5 of 69 1 TABLE OF CONTENTS EXECUTIVE SUMMARY 2 The Arts & Culture in Carlsbad 2 Arts & Culture as a Core Value 2 Why an Arts & Culture Master Plan? 3 A New Chapter for Arts & Culture in Carlsbad 4 Citywide Vision for Arts & Culture 4 ARTS & CULTURE FRAMEWORK 8 Defining Arts & Culture 8 How Arts & Culture are Taking a New Role in Our Cities 8 Carlsbad's Success Stories 11 PLANNING PROCESS & COMMUNITY ENGAGEMENT 13 The Planning Process 13 Key Community Findings 14 THE PLAN 19 New Roles for the City of Carlsbad in the Arts 19 Role of the Carlsbad Arts Commission 20 Role 1: PROVIDER 21 Cultural Arts Office 21 Continue to Provide Strong Arts & Culture Programming 22 Role 2: PARTNER 23 Support Art as an Essential Component of Daily Life 23 Foster Arts & Culture Within the Physical Realm 26 Role 3: CONNECTOR 29 Expand Arts & Culture Learning Opportunities 29 Establish Relationships that Support a Thriving Business Sector 32 Role 4: LEADER 35 Celebrate Carlsbad’s Unique History and Distinct Identities 35 Build Capacity Within the Arts & Culture Sector 37 IMPLEMENTATION 40 Primary Implementation Recommendations 40 Funding Source for the Arts & Culture Sector 42 Implementation Chart 47 Program and Policy Precedents 54 APPENDICES 57 May 22, 2018 Item #11 Page 6 of 69 2 EXECUTIVE SUMMARY THE ARTS & CULTURE IN CARLSBAD Throughout its history the City of Carlsbad has been a meeting place of people, cultures and ideas. From its origins as the home of the Native American Luiseño people, to Spanish missionaries of the late 18th century, the early farmers who cultivated fruits and flowers, olives and avocados, and on to the executives who built the world-class business hub it is today, Carlsbad has had a rich story to match its abundant natural resources and beauty. Now a city of roughly 115,000, the city is still known as a “village by the sea” and prides itself on its small town, coastal town feel. No longer reliant on agriculture as a sole economic engine, Carlsbad is a popular tourist destination and home to a number of commercial and industrial enterprises. Its enviable location between San Diego and Los Angeles, striking coastline, fertile soil and temperate climate all ensure Carlsbad’s attractiveness and growth into the 21st century. The arts have long been an essential component of Carlsbad life. Founded in 1986, the city’s Cultural Arts Office provides cultural services throughout the community and works with a host of partners to expand arts programming and arts appreciation. One of its most popular programs has been TGIF Concerts in the Parks, a free musical series offered each summer. The City of Carlsbad’s Art in Public Places, the first public art program in the San Diego area, has installed over 100 works of art. Other organizations in the city—the Museum of Making Music, New Village Arts, the William D. Cannon Art Gallery and many others—further enliven Carlsbad’s arts scene. Still, previous and current visioning efforts have determined that there is a wealth of untapped potential for arts in Carlsbad. There are opportunities that could further enrich the lives of residents and visitors alike. A broadening of the definition of “art,” a deeper and more layered integration of art within everyday life and a more balanced offering of arts experiences across the city and across multiple age groups have emerged as priorities. With additional goals and resources, Carlsbad is poised to become a more vibrant local arts community and serve as the engine for arts activities in the surrounding region. ARTS & CULTURE AS A CORE VALUE Strengths. Carlsbad sits within a regional landscape that is defined by its geography, industries and cultures. Counting itself as part of the “North County” group of local cities (along with Oceanside, Encinitas, Vista and others) the city is tightly connected to its neighbors and San Diego to the south. Today, the city recognizes the value of a strong arts and culture community as an integral part of daily life, as well as and the strong growth of the arts and cultural economies within the region. May 22, 2018 Item #11 Page 7 of 69 3 Several strengths led to Carlsbad’s commitment to this core value: ● High quality programs. Among the year-round arts and culture programs valued by residents of all ages are arts education opportunities, gallery exhibits and special events such as the TGIF Concerts in the Parks. ● Dedicated resources. Carlsbad's investment in arts and culture is significantly higher than neighboring cities and includes a Cultural Arts Office staff to continually renew and maintain the excellence of our programs. ● History of partnership. These programs are the result of decades of commitment from community organizations and volunteers. They have fostered a deep sense of local identity by helping create iconic locations like the Flower Fields and signature events. Challenges. These strengths will allow us to meet key challenges before us, such as: ● Clearly defining the city’s role as a regional arts and cultural resource and destination. ● Providing access to programming for a growing and increasingly diverse population. ● Developing new forms of funding and new partnerships that will provide more ways for artists and arts organizations to bring new work to the public. ● Instill arts participation as a part of daily life. ● Coordinate with neighboring cities to jointly explore programming opportunities that will attract regional audiences. WHY AN ARTS & CULTURE MASTER PLAN? By creating this Arts & Culture Master Plan, Carlsbad is taking its place among the many U.S. cities that recognize the arts, culture and creative sectors as fundamental to their city and integral for a strong quality of life and robust economic development strategies. With the adoption of this plan, arts and culture must take on a new role within city government. The city can no longer serve merely as a provider, but must a catalyst for new ideas and efforts from the creative community. To support this change, The Master Plan must help to strategically align resources, goals and actions between city departments and between the city, community partners, the creative community and the city’s robust cadre of civic volunteers. PLAN GOALS Carlsbad has arts and culture written into its DNA. A place of natural beauty, the city has become a popular meeting place for people and ideas as well as a breeding ground entrepreneurship. These and other qualities have made it a national and international business hub with a creative civic spirit. Not surprisingly, its quality of life is recognized among the highest in the nation. May 22, 2018 Item #11 Page 8 of 69 4 The goal of this plan is to harness the ideas and energy of local residents and combine them with national best-practices to create a roadmap that can help the city not only support its existing arts and culture offerings but grow and develop into new roles and develop new arts and culture experiences in partnership with local artists and arts organizations. A NEW CHAPTER FOR ARTS & CULTURE IN CARLSBAD In 2017, the City of Carlsbad began working with residents, artists, arts organizations and other stakeholders on developing a plan to deepen and expand an arts environment that is already a model for cities across Southern California. These efforts built upon vision and policies for the arts established by the Carlsbad Community Vision and General Plan and nurtured by a long-standing understanding about the role the arts play in the vitality of a community. The planning process has been divided into three phases: Discover, Envision and Develop. Through public outreach in the Discover and Envision phases the city gathered input from the community about specific ideas and priorities for arts and culture. These recommendations and ideas emerged as the framework of the draft Arts & Culture Plan. In these conversations residents shared a strong desire to nurture, grow and develop the arts and culture community. During the final Develop phase of the planning process, the input gathered from the community was sorted and analyzed in order to discover specific ideas the community would like to see implemented to help the city’s arts and culture sector continue to thrive. These ideas were transformed into specific Action Items and developed and refined further through extensive discussions with staff and city partners. These final Action Items became the heart of the plan. While continuing on its current course there is the opportunity for Carlsbad to develop new ways of offering residents and visitors the delightful, sometimes surprising and ever-engaging arts events and public art that are associated with the city. CITYWIDE VISION FOR ARTS & CULTURE A vision has now emerged for an arts and culture sector in the City of Carlsbad. It should be creative, innovative, inclusive and vital. These are the values that now provide the framework for the Priorities and Action Items within the plan and establish guideposts for implementing the plan recommendations over the next ten years. ● Creative - Building on a history of civic engagement and volunteerism in and around the arts, the city will work to enhance its reputation for vibrant, creative community expression and gathering. May 22, 2018 Item #11 Page 9 of 69 5 ● Innovative – Known as an incubator of business innovation, the city will help the arts participate in developing new solutions for business, government, education and philanthropic sectors. ● Inclusive – From a coastal agricultural community known for its beauty and diverse communities, the city will work towards access and inclusion to the arts for all Carlsbad residents. ● Vital – Known for its high quality of life and robust Village and Barrio histories, the city’s arts and cultural communities will contribute to the creation of dynamic neighborhoods, vibrant market areas and an engaging city center. OPPORTUNITIES ON THE HORIZON FOR ARTS & CULTURE IN CARLSBAD While there are many strengths, there are also opportunities present that could further the impact of Arts & Culture, such as: ● Defining the city’s role in the region and locally in arts and culture. ● Reaching additional resident populations with more arts savvy and accessible arts and cultural programming. ● Growing demand for arts participation as a part of daily life by generating new forms of funding and fostering partnerships to create additional ways for artists and arts organizations to bring their work to the public. IDENTIFYING NEW ROLES During the Discover phase, the consensus was that to expand the city’s role in arts and culture in Carlsbad, North County and Greater San Diego, the city should expand its role as Provider of programs and funding to be more a Connector, Leader and Partner. We define these terms as follows: ● Provider… to ensure that the city’s role of providing arts and culture programming and funding to the community remains strong. ● Partner … to form cross-sector collaborations that can increase the impact of the arts. ● Leader … to advocate for the arts with innovative ideas and stimulating conversations with arts partners throughout the North County area. ● Connector … to bring together diverse entities to pursue mutual goals. SIX NEW STRATEGIC PRIORITIES Six new strategic priorities that help define these new roles were identified during the initial phases of community engagement. They have been tested and refined throughout the development of the plan and final specific Action Items based on discussions about them with City of Carlsbad staff, community residents and local creative sector professionals are now at the foundation of our plan. 1. Support Art as an Essential Component of Daily Life 2. Foster Arts & Culture Within the Physical Realm 3. Expand Arts & Culture Learning Opportunities 4. Establish Relationships that Support a Thriving Business Sector 5. Celebrate Carlsbad’s Unique History and Distinct Identities May 22, 2018 Item #11 Page 10 of 69 6 6. Build Capacity Within the Arts & Culture Sector ENVISIONED OUTCOMES The arts and culture have always been essential to Carlsbad's uniqueness and these strengths will remain at its core as the city moves forward. The challenge for residents is to help the city encourage and support the emerging arts and culture landscape that becomes part of every resident’s daily life. As the city begins implementation of this community-inspired plan, it will focus on four primary goals: ● Promote Carlsbad as a vital cultural destination. ● Encourage greater implementation of the arts in academic and social programs including the advancement of STEAM ● Support the ongoing integration of cultural arts into city policy and new project discussions. ● Establish relationships that support a creative and thriving local arts ecosystem encouraging greater collaboration between the arts community and the business, education and nonprofit sectors. A ROAD MAP Going forward, this plan will serve as a roadmap for the City of Carlsbad, providing it with both short-term, mid-term and long-term strategies. The realization of goals and strategies will require the community’s leadership and the support and combined efforts of City of Carlsbad council members, department staff, artists, partner organizations in the private and nonprofit sectors in order to achieve the vision of creating a vital, vibrant and inviting city. As a roadmap, the plan describes the ways in which art, cross-sector partnerships, neighborhood initiatives and diverse community offerings come together to support a dynamic quality of life for residents. To do this, the plan provides guidance on strategically bringing together the partnerships and resources needed to create opportunities within the city for the arts and culture sector to thrive. The plan came from the ideas of residents in the city and will further develop with their continued input and entrepreneurial energy making the arts and culture not only part of resident’s quality of life, but part an essential component of the city’s identity and prosperity. We hope that when you read this plan you will be able to see yourself in the ideas and inspiration that are at its foundation. TEN PRIORITY ACTIONS The staff from the Cultural Arts Office and the Arts Commission have identified the following ten priority actions. 1. Research and development of venue feasibility plan 2. Implement Mobile Outreach Strategy utilizing a newly programmed Art Bus and Mobile Stage 3. Support the continuation and development of Carlsbad’s festival and event culture May 22, 2018 Item #11 Page 11 of 69 7 4. Launch a pilot program to integrate arts into the curriculum of Carlsbad’s three Title 1 schools through a focus on STEAM (Science, Technology, Engineering, Arts and Mathematics) 5. Explore programs for businesses to support professional and personal development of employees including Business Park After Dark programming 6. Increase community grant funding and support 7. Support board development training for potential new board members for local arts organizations 8. Create a Trail Art program 9. Create a Guest Artist residency program 10. Create a Cultural Tourism Marketing Plan May 22, 2018 Item #11 Page 12 of 69 8 ARTS & CULTURE FRAMEWORK DEFINING ARTS & CULTURE WHAT DO WE MEAN BY THESE TERMS? Planning for “arts” and” culture” can be tricky as the terms have many meanings. For that reason, we have used a broad understanding of these terms during the formulation of this Master Plan. Traditionally, the arts have conjured images of companies and institutions – the ballet, the opera, the symphony, theaters and museums. Today the arts mean much more. With greater access to both new and traditional media, inspired entrepreneurship and venture capital, downtown revitalization and the fusion of culture and cuisine, the arts can be more immediate. They are as likely to be in the form of crafts, community art, digital media or food as in painting, sculpture, dance, theater and music. This plan takes a broad view of the arts and culture and recognizes that the diversity of media and modes of expression is a strength of the arts sector and deserving of support. Like the term “art,” “culture” refers to the way in which a group of people express their ideas, values and hopes. At its core “culture” embodies all the activities that we do as a community and help to form our knowledge of and attachment to the places in which we live. Captured in architecture, histories and the shared events that bring people together, a community's culture is its unique stamp upon the world. Art and culture are how we express ourselves as individuals and how we engage each other as a community. HOW ARTS & CULTURE ARE TAKING A NEW ROLE IN OUR CITIES The arts have always been an essential part of what it means to be human. Through image, stories, dance and other forms of expression, we become inspired, delighted and connected to each other as a community. Until recently the arts were viewed as “enhancements” or “special extras” within our daily lives. Over the past decade, however, our understanding has shifted. Scientific research has shown the arts stimulate a child's brain development. We see new and increased funding for “cross- sector partnerships” to develop vibrant urban areas. There has been a fundamental shift in business for more creativity and innovation. As a result, we see the arts taking a critical role in guiding how we develop as cities, communities and individuals. Today, within the United States, we know that: ● Arts unify communities. 67 percent of Americans believe “the arts unify our communities regardless of age, race and ethnicity.” ● Arts improve academic performance and lower dropout rates. May 22, 2018 Item #11 Page 13 of 69 9 ● Arts strengthen the economy. In the United States today, the arts and culture sector is a $730 billion industry representing 4.2 percent of the nation’s GDP—a larger share of the economy than transportation, tourism and agriculture (U.S. Bureau of Economic Analysis). ● Arts are good for local businesses. Attendees at nonprofit arts events spend $24.60 per person, per event, beyond the cost of admission on items such as meals, parking and babysitters. ● Arts drive tourism. Arts travelers stay longer and spending more to seek out authentic cultural experiences. ● Arts spark creativity and innovation. Creativity is among the top five applied skills sought by business leaders—with 72 percent saying creativity is of high importance when hiring. ● Arts improve healthcare. Nearly one-half of the nation’s healthcare institutions provide arts programming for patients, families and even staff. More than two-thirds believe these programs provide healing benefits to patients—shorter hospital stays, better pain management and less medication. ● Arts and healing in the military. The arts are part of the military continuum—promoting readiness during pre-deployment as well as aiding in the successful reintegration and adjustment of veterans and military families into community life.1 During conversations with local stakeholders, many said this was the arts and culture’s “time” in the City of Carlsbad. Given the opportunities, needs and political will, aligning arts and culture-based strategies with other community priorities just makes sense. CREATIVE PLACEMAKING The city’s planning efforts also take place within a national groundswell of interest in the ways in which arts and culture can advance diverse community strategies. For instance, since 2010, the National Endowment for the Arts, ArtPlace (a consortium of 12 philanthropic foundations and six major financial institutions, with diverse federal agencies participating as strategic partners) and the Kresge Foundation have invested over $80M in “Creative Placemaking” projects all across the country. Creative Placemaking is an area of city planning that partners with the arts and culture sector in order to develop the quality and vitality of a place. In addition to national arts funders, both the US Department of Housing and Urban Development (HUD) and the US Department of Education have revised funding guidelines to encourage arts strategies as part of their programs. BENEFITS OF THE CREATIVE ECONOMY The success of new approaches such as Creative Placemaking prompts cities to reassess the role and value of the arts within their communities and to examine the 1 Reference: Ten Reasons to Support the Arts. Randy Cohen, 2017. The Americans for the Arts, https://www.americansforthearts.org/by-program/reports- and-data/legislation- policy/naappd/ten-reasons- to- support-the- arts-2017 May 22, 2018 Item #11 Page 14 of 69 10 types of skills, connections and capacities needed to harness the potential of their arts and culture assets. Even smaller towns and cities are engaging the arts community with economic development in order to achieve the following: ● Support for the development of downtown assets and cultural renewal; ● Increase in business attraction and expansion of the tax base; ● Growth of a regional and community image; and ● Increase attractiveness of the area to highly desirable, knowledge-based and creative-sector employees. These national trends tie in closely with Carlsbad's goals to strengthen the city’s strong and diverse economy and its position as an employment hub in North San Diego County. THE ARTS IN CALIFORNIA Shifts in the arts and culture sector are happening throughout the state and the nation. A recent report (1) by the James Irvine Foundation looked at how people in the State of California participate in arts and culture activities. The report identified many of the same trends that are emerging in Carlsbad today. People’s participation in arts and cultural activities, especially in ways that allow them to develop or release their own artistic impulse, is extensive — and perhaps nowhere more so than in California. At the same time, California’s cultural landscape is undergoing massive changes, affecting the ways people encounter, experience and engage with art. These changes include California’s demographic shift to be a so- called “majority-minority” state and rapid technological advances that offer new opportunities for artistic expression and access. These changes pose challenges and exciting new opportunities for how artists and organizations create and share their expertise and work. Key findings include: • Californians want to engage in arts and culture, and demand is high • Art happens everywhere - new technology, expectations and cultural norms mean Californians engage in art in new ways and places. • There is disparity — Californian’s have varied arts interests, but there are evident patterns of lower participation levels for some of California’s largest and growing demographic groups. ______________________________________________ (1) Novak-Leonard, et.al. (2015) The Cultural Lives of Californians: Insights from the Cultural Survey of Arts & Culture Participation. University of Chicago and The James Irvine Foundation May 22, 2018 Item #11 Page 15 of 69 11 CARLSBAD’S SUCCESS STORIES Carlsbad has a rich cultural history with several arts organizations and traditions that are embedded as a core component of that legacy. These organizations bring diverse cultural experiences to the community. It is one of the aspirations of this plan to continue to support these organizations and to create programs that will assist them with capacity building to strengthen their operations and help each to further its mission. New Village Arts Theatre The only live theater venue in the Village of Carlsbad, New Village Arts has brought critically acclaimed productions to the city for over 17 years. Founded in April 2001 by graduates of New York’s Actors Studio Drama School, the company first staged shows at the Granary – a converted chicken coop in Carlsbad’s Magee Park. Thanks to the support of the City of Carlsbad, New Village Arts is now housed in one of the Village’s oldest buildings – a 1922 former lumber yard – with a 99-seat theater and artists incubator space known as The Foundry. With innovative classes and outreach programming such as their new Teatro Pueblo Nuevo, NVA offers professional and family educational opportunities that help to create a healthy and culturally vibrant community. Murals Today the Village of Carlsbad is known for a unique and eclectic set of murals supported by local businesses and artists. Residents and visitors can find works tucked along quiet streets and alleyways such as “The Robot,” by local artist Jason Markow, at the corner of State St. and Carlsbad Village Dr. and Michael Summers’ “Cat Nap,” located on the exterior of Witch Creek Winery. A popular spot is the Carlsbad Art Wall created by local community artist Bryan Snyder. Bryan works with a rotating set of local and regional artists, muralists, teens and community members to create ever-changing artworks along the wall of Señor Grubby’s. Museum of Making Music The Museum of Making Music is the official museum of NAMM - the National Association of Music Merchants, the not-for-profit association that serves and strengthens the global music products industry. Founded in 1998 and opened to the public in March 2000, the Museum celebrates the rich history of the music products industry from 1900 to today. Through unique exhibitions, live music performances and educational programs, the Museum shares the accomplishments and impact of the people who make, sell and use musical instruments and other products. Carlsbad Music Festival Now in its 15th season, the annual Carlsbad Music Festival is a three-day summer celebration of “adventurous music by the beach.” The Festival features over 60 performances and is curated by Founder and Artistic Director Matt McBane, who is also a composer and violinist. Performers bring a mix of eclectic and adventurous May 22, 2018 Item #11 Page 16 of 69 12 music including contemporary classical, indie rock, world music, electronic, jazz and more. Each year, dozens of free outdoor concerts draw thousands of visitors to the Village of Carlsbad where they can find a beer garden, food trucks and an artisan market. TGIF Concerts in the Parks What started 33 years ago as a series of intimate jazz concerts in parks has now grown into to a major fixture of summer in Carlsbad. In 2018, nine concerts will be presented in four city parks. Each event features food vendors and hands-on art activities at the Family Open Studios. Live music and a new dance floor offer evening entertainment for over 30,000 residents and visitors. Musicians are featured from San Diego, as well as across southern California and nationally. Support for the concert series comes from the City of Carlsbad through the Cultural Arts Office as well as Parks & Recreation, Public Works, Carlsbad Police, Carlsbad Explorers Post 781 and Senior Volunteer Patrol. In addition, the concert series receives strong annual support from the Carlsbad Friends of the Arts. Leo Carrillo Ranch Historic Park Opened in 2003, the Leo Carrillo Ranch Historic Park is Carlsbad’s 27-acre former working ranch, once owned by actor Leo Carrillo. Today, this historic park is home to handcrafted adobe buildings, antique windmills, a reflecting pool and many other historic structures where visitors can explore California history. Known for the natural beauty found in the agave, bougainvillea, Birds of Paradise, flowering trees and dozens of peacocks, the City of Carlsbad supported the stabilization and preservation of this unique historical asset. A unique entry gate was created specifically for the park through the city's public art program. Leo Carrillo Ranch is a designated Historic National Landmark and is connected to the citywide trails system via the four-mile- long Ranch Carrillo Trail. May 22, 2018 Item #11 Page 17 of 69 13 THE PLANNING PROCESS AND COMMUNITY ENGAGEMENT THE PLANNING PROCESS BRIEF HISTORY Direction and recommendations for the Master Plan Action Items came from the community residents who desire the ongoing development of the arts and culture within the Carlsbad. Additional ideas and inspiration were taken from national best practice models. The public engagement component of the project is based on numerous outreach methods. • Stakeholder Interviews and Focus Groups • Public Meetings • In-person and Online Surveys o Community Outreach in Focused Areas • White Papers • Meeting-in-a-Box for Arts Organizations Each individual engagement component played a specific part in the development of the plan. The initial Stakeholder Interviews and Focus Groups helped the team to create the overall theme framework, while public meetings provided a chance to update the larger public on the planning process and test ideas that were emerging from those stakeholder discussions. The in-person and online surveys helped to deepen the team’s understanding of how the larger public viewed each of the themes and what specific ideas they might like to see develop as part of the plan. As the plan evolved, a series of White Papers were created to give residents a preview of what ideas were emerging and get one final round of feedback before the final draft. The plan now reflects the ideas and visions created by and tested with community representatives. The national best practices that helped inform this final draft involve cultural sector economic development and creative placemaking. The plan’s action items now provide a clear roadmap for expanding the arts and culture that is specific to Carlsbad, its history and its residents. May 22, 2018 Item #11 Page 18 of 69 14 KEY COMMUNITY FINDINGS COMMUNITY HIGHLIGHTS The community engagement process revealed just how strongly Carlsbad residents want the arts and culture to be part of their daily lives. There is support for seeing the arts beyond the traditional settings of galleries and concert halls and placed along natural trails, in business parks and within different neighborhoods to provide fuller engagement with works of expression and creativity. These ideas and others, gathered in interviews with individual residents, creative professionals, focus groups and community meetings laid the foundation for the two broad surveys distributed digitally and on paper throughout the city – including surveys during TGIF concerts. Survey Results. Overall survey results showed that, broadly speaking, residents of the City of Carlsbad believe the arts and culture are an essential part of the city and their quality of life. The vast majority of all respondents (92%) expressed that Arts & Culture is either important (32%) or extremely important (60%). 0%10%20%30%40%50%60%70% Extremely important Moderately important Slightly important Not at all important Don't know Overall, how important a role do arts and cultural activities play in improving the quality of life of Carlsbad area residents (English) May 22, 2018 Item #11 Page 19 of 69 15 Additionally, many Carlsbad residents are quite active in the arts, with a majority of respondents saying they participate either monthly or two-to-five times per year in an arts and/or cultural event. 0%10%20%30%40%50%60%70% Extremadamente importante Importante Algo importante Nada importante No lo sé Overall, how important a role do arts and cultural activities play in improving the quality of life of Carlsbad area residents (Spanish) Weekly Monthly Two to five times a year Once a year In a typical year I participate in arts and culture events and programs in the Carlsbad area (English) May 22, 2018 Item #11 Page 20 of 69 16 In addition to this broad general support the results show support for integrating the arts into non-traditional aspects of daily life. To extend the arts into the public areas and businesses, residents would support expanding different types of programming such as the Mobile Outreach Strategy and the ways in which the Cultural Arts Office helps the creative sector. By supporting different partnerships, finding new grant opportunities and helping local creative businesses and non-profits grow, the city can leverage its efforts to meet this desire for more interaction with the arts. Through the survey, Carlsbad residents showed both an understanding of and support for, this direction. 0%10%20%30%40%50% Semanalmente Mensualmente Dos a cinco veces al año Una vez al año In a typical year I participate in arts and culture events and programs in the Carlsbad area (Spanish) 0 0.5 1 1.5 2 2.5 3 3.5 4 4.5 5 Health and wellness Environmental activities Business activities Recreational activities Education Civic engagement Please rate the following: I’d like to see closer links between Carlsbad’s arts and cultural offerings and…(English) May 22, 2018 Item #11 Page 21 of 69 17 Survey results showed a difference in how English-speaking and Spanish-speaking residents visited cultural facilities. Given the smaller sample size, the survey results are not fully reflective of the Spanish-speaking community. However, it is a difference that should be noted for further planning to ensure all resident communities feel they have access to expanding arts and culture. The survey data and other community input suggests that, particularly in the Barrio area with its rich traditions, the Village is a popular choice for an arts and culture district. 3.8 4 4.2 4.4 4.6 4.8 5 Salud y bienestar Actividades ambientales Actividades deportivas Desarrollo de negocios Actividades recreativas Educación Compromiso civil Please rate the following: I’d like to see closer links between Carlsbad’s arts and cultural offerings and…. (Spanish) May 22, 2018 Item #11 Page 22 of 69 18 0%20%40%60%80%100% William D. Cannon Art Gallery Ruby G. Schulman Auditorium Deedie’s House at Leo Carrillo Ranch Sculpture Garden Carlsbad Cultural Arts Office Carlsbad Community Cultural Center New Village Arts Theatre Carlsbad Historical Society Carlsbad Village Theater Museum of Making Music Carlsbad City Library City of Carlsbad parks Carlsbad Village Where have you attended arts and culture events in the community? (English) 0%20%40%60%80%100% Galería de Arte William D. Cannon Auditorio Ruby G. Schulman La Casa de Deedie en el Rancho Leo Carrillo El Jardín de las Esculturas Oficina de Artes Culturales de Carlsbad Centro Cultural de la Comunidad de Carlsbad Teatro New Village Arts Sociedad Histórica de Carlsbad Teatro Carlsbad Village Museo de la Música (Museum of Making… Biblioteca de la Ciudad de Carlsbad Parques de la Ciudad de Carlsbad Carlsbad Village Where have you attended arts and culture events in the community? (Spanish) May 22, 2018 Item #11 Page 23 of 69 19 THE PLAN NEW ROLES FOR THE CITY OF CARLSBAD IN THE ARTS During the creation of the Arts and Culture Master Plan it became apparent that the City of Carlsbad needed to take on new roles in order to create a more vibrant arts and culture destination while maintaining its high quality of life. “No longer will the city be building the ship," it was said. "Now it needs to be wind in the sails.” PROVIDER, LEADER, CONNECTOR, PARTNER The vision of a creative, innovative, inclusive and vital creative community lays the foundation for understanding how the Cultural Arts Office can expand from a provider of arts programs and funding into broader new roles that allow the city to realize this vision of the arts and culture in everyday lives while stimulating an expanding creative sector economy. Building on its ability to bring residents together, the department will become a leader in bringing innovative ideas to the city, partnering with local groups to create capacity within the creative sector and connecting across city departments and among city partners. The city will evolve from Provider of programs and funding, to performing the broader function of Connector, Leader and Partner. These four roles factor into each objective but come into play in different combinations. The plan recommendations are organized to meet this new understanding. Each of its four roles is defined by one of six major goals: Daily Life, Physical Realm, Business, Learning, Civic Identities and Capacity Building. Provider (traditional role) • Continue to Provide Strong Arts & Culture Programming Partner (expanded role) • Support Art as an Essential Component of Daily Life • Foster Arts & Culture Within the Physical Realm Connector (expanded role) • Expand Arts & Culture Learning Opportunities • Establish Relationships that Support a Thriving Business Sector Leader (expanded role) • Celebrate Carlsbad’s Unique History and Distinct Identities • Build Capacity Within the Arts & Culture Sector At the heart of the plan are the strategies and action item recommendations themselves. Each recommendation that is listed grew from the ideas and visions of community members and city staff and from inspiration found in the work of other cities. Together, these ideas create a plan that guides the City of Carlsbad to continue in its role as a regional leader for arts and culture. May 22, 2018 Item #11 Page 24 of 69 20 ROLE OF THE CARLSBAD ARTS COMMISSION By identifying targeted activities that support the city's development of arts and culture and connecting residents with those efforts, the Carlsbad Arts Commission serves an important role. Now, with the Cultural Arts Office assuming a larger role, the Arts Commission must reassess its goals and strategies. As specified by city ordinance, The Carlsbad Arts Commission is an advisory body that advocates on behalf of the community and strives to advance the fine arts and the performing arts. Appointed by the Mayor and the City Council, the Commissioners serve as ambassadors to the community, focused on its cultural enrichment. Its members apply their diverse experience in culture and creative life to helping meet Carlsbad’s objectives and goals related to culture and the quality of life. The Commissioners are also asked to serve on subcommittees that include reviewing and recommending funding on Community Arts Grants applications and serving as an extension of the community in discussions regarding public art and arts education. Specific areas for the Arts Commission to explore include: ● How the Commission can help nurture younger artists to be leaders within the arts and culture sector. ● How the make-up of the Arts Commission can work to represent a balance of both the wide range of communities within the city and the diversity of the creative sector. ● How retired Arts Commissioners can serve on other boards and commissions to keep the arts 'at the table' in early conversations about project and program developments across the city’s different departments. Plan Guidance. The Arts Commission will serve as an advisory body for implementation of the plan. It may assess progress annually and request an update report on the status of implementation, including a discussion about current arts priorities. Through its annual work plan, it can communicate with Council about recommended next steps, budget priorities and other interests related to arts and culture. May 22, 2018 Item #11 Page 25 of 69 21 ROLE 1: PROVIDER CONTINUE TO PROVIDE STRONG ARTS & CULTURE PROGRAMMING CULTURAL ARTS OFFICE The Cultural Arts Office embodies Carlsbad’s investment and support of the visual and performing arts. The professional staff recognizes that the arts are integral to the core values of the community. Encouraging self-expression and creativity are key components in designing meaningful and quality experiences with the arts. Each member of the team brings a passionate commitment to the arts, a unique set of skills and a distinctive perspective on what the arts mean to them. Collectively, the staff strives to bring the world to Carlsbad through innovative programming. Their work together is collaborative, representing the best outcome when artists and administrators join forces to create truly memorable encounters for audiences, promoting lifelong learning that touches the heart and invigorates the mind. The Cultural Arts Office is supported by the city’s general fund with an annual budget of over $1 million in fiscal year 2017-18. Its programs include a robust series of concerts, exhibitions, special events, arts education opportunities and public art installations. They include the following: • Cannon Art Gallery • Year-round world class exhibitions • Resident art displays in city libraries • Public Art • Permanent Collection - Art in Public Places • Temporary Works – New and Exciting Works Designed to Inspire • Carlsbad Sculpture Garden – An Outdoor Art Encounter • Foreign Film Fridays • Bringing the Best of World Cinema to Carlsbad • Performing Arts Series • Starring Artists – An Interview and Performance Experience • This is Jazz – Showcases the Region’s Musical Talent • Opera Previews – An in-depth look at Classical and Modern Masterpieces • TGIF Concerts in the Parks • The city’s Biggest Musical Happening, now in its 33rd Year • Community Arts Grants • Annual Funding Cycle for Arts Organizations and Schools • Special Opportunities • Arts Education • Three-Part Art – An Educational Outreach to Local School Groups • Deedie’s House at the Leo Carrillo Ranch Historic Park May 22, 2018 Item #11 Page 26 of 69 22 • California History and Art Program at Leo Carrillo Ranch Historic Park • Family Open Studios – Families Enjoying Art Together • Summer Camps o Creative Arts – An Interactive Experience of Creating Art and Performing o Club Pelican – Exploring Nature and the Visual Arts PRIMARY GOAL GOAL: Continue to Provide Strong Arts & Culture Programming The City of Carlsbad's historic support of arts and culture as a core value led to the establishment of its Cultural Arts Office. Through its continual roles as a Provider the Cultural Arts Office will continue to deliver the high level of innovative programming and events supported by the community. Carlsbad residents participate in Family Open Studios, the city’s free artmaking workshop for all ages. COMMUNITY VOICES Some comments from the community survey: “Carlsbad is a very unique community in the types of arts and culture events it currently supports.” “I love the foreign films at the Dove Library and would like to see Carlsbad support bringing more of them, as well as the lesser known films that are never shown in our local theaters.” “I think Carlsbad is clearly the leader in North County when it comes to arts and cultural events.” May 22, 2018 Item #11 Page 27 of 69 23 ROLE 2: PARTNER SUPPORT ART AS AN ESSENTIAL COMPONENT OF DAILY LIFE Just as our image of the artist has changed, so has our interaction with art. Whether it's public art in corporate parks and along city trails, live performances by international stars and local amateurs, or touring exhibitions and neighborhood art projects, Carlsbad residents want greater access to an increasingly varied arts experience. Community residents responded with broad support (over 60%) to the idea of integrating the arts into many different aspects of daily life – from health and wellness, to education and environmental activities. Making art and culture available for everyday experience will bind a community together and foster a local identity and the City of Carlsbad can help drive this effort through active partnerships with businesses, artists and cultural organizations. PRIMARY GOAL GOAL: Support Art as an Essential Component of Daily Life In its role as Partner, the city's Cultural Arts Office will bring together city departments, local arts organizations and local businesses to promote a more diverse range of arts opportunities that will bring art into all aspects of daily life. Through these partnerships the Cultural Arts Office can help to incorporate the arts in unique and innovative ways within all dimensions of life: business, health, education and the environment. STRATEGIES AND ACTIONS Ensuring that arts and culture are part of everyday life requires strategic partnerships with organizations throughout the community. The Cultural Arts Office can look to case studies within the City of Carlsbad and in other cities that demonstrate how local governments are partnering with community stakeholders to raise the profile of the arts as reoccurring elements throughout the city with unique and innovative incorporation into all aspects of life: business, health, safety, environment, education and transportation. Strategy 1: Support the continuation and development of a festival and events culture within the city. • Action 1.1: Continue to support and foster relationships, while partnering with large-scale events within Carlsbad, that can help to create and promote a festival offering for both residents and visitors. • Action 1.2: Streamline city regulations related to street festivals, performances in the parks and street performers for specific performance appropriate places around the city. Create a FAQ sheet for potential performers and artists. • Action 1.3: Encourage temporary artwork to be included in the planning of community celebrations and special events. • Action 1.4: Support citywide recognition of October as Arts and Humanities Month. May 22, 2018 Item #11 Page 28 of 69 24 Strategy 2: Develop a Mobile Outreach Strategy for the Cultural Arts Office. • Action 2.1: Investigate the possibility of utilizing the city’s Mobile Stage for performance opportunities outside of the TGIF concert series including potential rentals as a revenue source. • Action 2.2: Procure an "Art Bus" for city staff to deliver arts programming to locations throughout the city. Strategy 3: Ensure that access to the arts is available for all community members. ● Action 3.1: Explore opportunities to advance artist relationships with the local military community, including funding for specific project development. ● Action 3.2: Work with local social service providers to explore opportunities for Collaborative Partnership Programming where people with physical or other types of challenges can be supported by the arts to explore their own creativity and connect with the greater community. ● Action 3.3: Create an "Access to the Art" program and seek opportunities to expand scholarships, subsidies and passes for any groups identified as having financial barriers to arts and culture access. Strategy 4: Partner with local neighborhood groups to promote the creation and display of art. ● Action 4.1: Work with neighborhood-based cultural activities and enable Cultural Arts Division staff to help neighborhood leaders in the planning of installations or events. ● Action 4.2: Create a neighborhoods arts grant program to provide seed money and formalize a technical assistance program to help local groups implement arts events and projects. Strategy 5: Identify opportunities for new and innovative coverage by local and regional media around the arts. • Action 5.1: Create a citywide and/or regional event listing with current art offerings around Carlsbad. Be a resource to local arts organizations to support more awareness of their events, resources and services. POTENTIAL PARTNERS ● Businesses ● Developers ● Land use and planning organizations ● Local arts organizations ● Artists ● Parks & Recreation Department ● Public Works Department ● Community & Economic Development Department May 22, 2018 Item #11 Page 29 of 69 25 ArtSplash event in Carlsbad COMMUNITY VOICES Here are some of the survey comments that show how important this is: “Make random art installations throughout the city…. Not just in major traffic areas throughout downtown, but maybe some in Holiday Park, Calavera Hills, to Hosp Grove. It makes people get out to places that they may not have gone before and adds so much character to underused areas of the city. I especially think that an art walk through Hosp Grove would be amazing.” “Art & cultural events should be hosted at various sites; such as in parks and trails, at lagoons, outdoor venues spread throughout the City. Combine education, nature, arts and culture whenever possible.” May 22, 2018 Item #11 Page 30 of 69 26 FOSTER ARTS & CULTURE WITHIN THE PHYSICAL REALM The arts have traditionally been something that people enjoy outside of their daily routine. Today, this is changing. Many want to see arts and culture as part of their everyday life. Whether this means more artwork along city trails, greater access to exhibits, or local neighborhood art projects, Carlsbad residents would like to see the arts move beyond the traditional experience into new and different ways for the community to experience it. PRIMARY GOAL GOAL: Support Partnerships that Foster Arts & Culture within the Physical Realm Serving as a Partner to both internal city departments and external businesses and organizations, the city will bring together the people and resources needed to create opportunities for a more diverse range of arts opportunities within the city. STRATEGIES AND ACTIONS Strong partnerships are needed to use arts and culture to enhance the physical realm. There are opportunities for the city’s Cultural Arts Office to achieve this goal by building these partnerships with internal city departments, the local design and development community and local arts organizations. The Cultural Arts Office can explore, identify, cultivate and ultimately support the partnerships needed to attract outside funding for projects that would enhance existing and create new spaces in the community. Strategy 1: Enhance existing venues and explore the potential for additional artistic and performance venues within the city including various funding models such as public- private partnerships. • Action 1.1: Explore the creation of a City of Carlsbad cultural arts facility that responds to the regional interest for a larger performance venue for professional theater and can provide classrooms, rehearsal spaces and production studios. • Action 1.2: Work with Carlsbad Village business owners and organizations to create a map of potential performance spaces within the Downtown area for use by additional performance-based artists. • Action 1.3: Work with the local faith-based community to expand use of available congregational spaces for cultural activity. Strategy 2: Expand upon public art opportunities within the community to begin moving towards more equal placement of the arts within the city. • Action 2.1: Encourage and assist local businesses to support the creation of privately sponsored murals within the Carlsbad Village area and new developments throughout the city. • Action 2.2: Work with neighborhood groups to foster the creation of additional rotating art walls within the city at large. May 22, 2018 Item #11 Page 31 of 69 27 • Action 2.3: As plans for the Coastal Corridor develop, work with regional artists to identify opportunities for displaying rotating sculptures that have the option to later be purchased by residents. Strategy 3: Work internally across city departments to identify opportunities to include art within existing and future improvement projects. • Action 3.1: Have Cultural Arts staff take part in preliminary concept development conversations about upcoming Capital Improvement Projects (CIP) to ensure art has an appropriate place at the table for all city projects. • Action 3.2: Integrate more art by exploring a Utility Box wrapping program. • Action 3.3: Fund technology upgrades for the Cannon Art Gallery to enable the space to function at contemporary standards for audio programming and visitor support features. Strategy 4: Work with the development community to support the inclusion of the arts in future projects. • Action 4.1: Create an Arts Inclusion policy to help frame conversations between the city and private developers who might be looking to include artwork (both permanent and temporary) within their own developments. Policy should address: Strategy for creating public art on private development sites, proposed contribution (typically .5-2%), definition of appropriate art, artists selection criteria and project selection criteria. POTENTIAL PARTNERS • Businesses • Artists and Arts Organizations • Parks & Recreation Department • Carlsbad Village Association • Carlsbad Chamber of Commerce • Local Non-profits • North County Arts Network (NCAN) • Neighborhood Groups • Local Media Outlets • Property Owners May 22, 2018 Item #11 Page 32 of 69 28 Public art at Pine Avenue Community Park COMMUNITY VOICES Here’s what we heard from the community in our outreach surveys. “I absolutely love all the street art in Carlsbad! From the Carlsbad Art wall, to the painted fire hydrants! I also love finding the doodles in the village! We live in such a great community and art keeps us all connected!!!” “We need a civic theatre that can be used by community organizations.” “Build a centrally located cultural arts center where many different music, performing and visual artists and patrons can enjoy quality experiences. Make it easy for all people to experience the arts.” May 22, 2018 Item #11 Page 33 of 69 29 ROLE 3: CONNECTOR EXPAND ARTS & CULTURE LEARNING OPPORTUNITIES A community's vitality, like that of each individual, depends on continued learning and engagement with new ideas. Community members have shared input about the importance of arts and culture education and providing access for people of all ages. Creative opportunities can be offered by the city to ensure that community members of all ages have strong exposure to the arts. PRIMARY GOAL GOAL: Expand Arts & Culture Learning Opportunities In its role as a Connector the city will bring together schools, arts organizations and businesses to network towards a supplemental system for arts support while our Cultural Arts Office meets with local partners to strategize new means of providing arts education for all ages. STRATEGIES AND ACTIONS The city’s Cultural Arts Office will convene local partners and seek creative solutions to provide arts education opportunities for all ages. Strategy 1: Youth - Expand arts education provided by local school districts, the city and third- party providers. • Action 1.1: Work with local colleges, arts educators and arts providers to develop partnerships that focus on the creation of a Community Arts Learning Plan to promote lifelong learning in the arts and identify and reduce gaps in arts learning opportunities for college students, adults, seniors, etc., • Action 1.2: Develop annual “Careers in the Arts” event in conjunction with local schools and organizations to help facilitate local artists and creative professionals to connect middle and high school students about careers in the creative sector and promote the Youth Arts Council. • Action 1.3: Work with local school districts, higher education institutions, private schools, non-traditional education groups and others to collect available data and identify where there are gaps with outside-of-school arts programs and potential partners that can help to fill those gaps. Examine data on both an annual and seasonal basis to account for the school calendar. • Action 1.4: Modeled after existing Cultural Arts Office internship programs, work with the local school system to create a Youth Arts Council to assist in public art projects, engage in mentorship opportunities and participate in a cohort group to assist in their development within creative industries. Assign teen arts representatives to various city boards and commissions. • Action 1.5: In collaboration with Carlsbad Unified School District (CUSD), as well as San Marcos, San Dieguito and Encinitas school districts, support the May 22, 2018 Item #11 Page 34 of 69 30 identification of a curricular planner to work with local teachers to find opportunities for integrating the arts into existing lesson plans in order to help the Carlsbad ISD (CUSD) meet its learning objectives for all students. Strategy 2: Adults & Community - Increase access to arts-based enrichment programs and opportunities. • Action 2.1: Work in partnership with the Carlsbad City Library Learning Center to create targeted Spanish-language arts and music classes for the Barrio community. • Action 2.2: Work with MiraCosta College to identify opportunities for art and design students to teach classes at City of Carlsbad facilities. Assist the college with locating applied learning opportunities within the city that will bridge gaps in arts education. • Action 2.3: Work with neighborhoods to map local neighborhood cultural resources and assist community colleges with locating applied learning opportunities within the city. • Action 2.4: Create opportunities for Guest Artist Residencies of two weeks to two months that would create the opportunity for master classes as well as the potential for youth summer camps or other engagement events. Strategy 3: Encourage innovative intergenerational arts programming such as sharing oral histories that can serve as source material for performances and visuals that foster creativity and collaboration. • Action 3.1: Leverage local business partnerships to support STEM to STEAM learning initiatives and promote the development of innovation and creativity particularly in Carlsbad's three Title 1 schools. • Action 3.2: Explore potential partnerships between interested artists and local social service providers such as nursing homes, assisted living homes, senior centers and hospice facilities for paid or volunteer artist residencies. Help identify grant resources to foster those residencies as part of a comprehensive City of Carlsbad “Arts and Health” initiative. Prepare and maintain “Artist Yellow Pages” as a resource to these organizations. POTENTIAL PARTNERS ● Businesses ● Community college districts ● California State University San Marcos ● Chamber of Commerce Education Committee ● Local school boards and PTAs ● Private creative businesses ● Local arts organizations ● Local non-profits ● Carlsbad Historical Society ● Parks & Recreation Department May 22, 2018 Item #11 Page 35 of 69 31 Carlsbad’s Three-Part-Art program introduces Carlsbad third- and fourth-graders to original works of art in a museum setting. COMMUNITY VOICES Here is what some of our respondents said about the question of education. “[Create] community programs that enable and encourage mentorship and growth of educational opportunities, so that art education and traditions can be passed down to the next generations.” “Have more art classes, more music venues which are affordable to all.” “More advanced/sophisticated community classes, art studios open to the public, woodworking workshops with all machinery open to the public.” “Make more 'entry-level' arts education opportunities available (such as) community theatre productions and introductory arts classes.” May 22, 2018 Item #11 Page 36 of 69 32 ESTABLISH RELATIONSHIPS THAT SUPPORT A THRIVING BUSINESS SECTOR Successful business leaders depend on creativity and innovation to keep their companies growing, their products and services relevant, their employees engaged and their customers loyal. By investing in an active arts environment, Carlsbad has attracted world-class companies at the forefront of innovation in action sports, life sciences, hospitality, tourism, information and communications technology and clean technology. Many of these companies embody the arts-business link with inventive solutions to office workspaces and bringing creative storytelling into marketing and employee communications. There are numerous opportunities to further explore the integration of arts and business to engage artists to enliven offices and branding, acting techniques to invigorate corporate presentations and coach public speaking and many more examples. PRIMARY GOAL GOAL: Establish Relationships that Support a Thriving Business Sector To do this the city, which has strong ties with both local artists and businesses, will actively serve as a Connector of the arts and business sector in organized exchanges that lead to candid dialogue and collaborative projects. STRATEGIES AND ACTIONS The city is the common thread between both the local arts and business communities in Carlsbad. The city has strong ties with both sectors and can utilize these connections to pull together stakeholders to achieve this goal. Strategy 1: The Cultural Arts Office will partner with the Community & Economic Development Department to encourage small, innovative business start-ups by creative entrepreneurs. • Action 1.1: Convene a cross-departmental workgroup comprised of Cultural Arts Office and Economic Development Department personnel to explore how cultural planning goals intersect with economic development goals. • Action 1.2: Work with the Economic Development Department to launch a workgroup of local creative industry professionals who can assess overlaps between creative industry workforce needs and artistic community professional development needs. Strategy 2: Strategize with arts allies in the business community to take a leadership role in the development of the arts and culture sector. • Action 2.1: Create a roundtable to serve as a business arts leadership and advocacy board to help increase public and private funding, coordinate business volunteers for the arts, identify event sponsors, facilitate art displays at area businesses and help cultural entrepreneurs build capacity. May 22, 2018 Item #11 Page 37 of 69 33 • Action 2.2: Work with the Chamber of Commerce, Carlsbad Village Association and other business networking groups to host events titled “Creative Carlsbad,” targeted to connecting artists, arts organizations and creative businesses. • Action 2.3: Support the development of the North County Arts Network (NCAN) towards potential non-profit status and explore potential role of offering fiscal sponsorship to local artists on their way to developing non- profit status. Convene a Regional Arts Roundtable to look at broad needs with specific working groups to address topics such as programming, venues and other essential elements of the regional arts ecology. • Action 2.4: Work with the Chamber of Commerce to develop “Serving on an Arts Board” and “Arts Sector Mentorship” training for their members and create a list of trained members who would be available to assist local arts organizations with specific business needs through a pro-bono mentorship relationship. Strategy 3: Encourage artistic programming in the city’s high-tech industrial core. • Action 3.1: Establish "Business Parks After Dark" program to encourage artistic programming in the city’s high-tech industrial core through regularly scheduled programming or pop-up artistic venues that are attractive to the city’s creative class. POTENTIAL PARTNERS ● Businesses ● Carlsbad Chamber of Commerce ● Carlsbad Village Association ● City’s Community & Economic Development Department ● Artists and arts organizations ● Local non-profits ● Innovate 78 ● North County Regional Economic Development Council Carlsbad business park May 22, 2018 Item #11 Page 38 of 69 34 COMMUNITY VOICES Here are just two survey comments relevant to this topic: “Arts and culture enhance and improve the quality of a city. Improved quality of life couples into a better economic environment because top companies and their employees want to work and live in a culturally enhanced environment.” “Bring in art galleries (all genres), build a small theatre for plays and, mostly, bring in creative businesses. Carlsbad could be a hot art town, but quality art needs venues and money so that professional artists have ways to get their work out there and earn a living. The City benefits from businesses while keeping Carlsbad unique and artsy.” May 22, 2018 Item #11 Page 39 of 69 35 ROLE 4: LEADER CELEBRATE CARLSBAD’S UNIQUE HISTORY AND DISTINCT IDENTITIES Artists have unique tools and talents that can provide insights into a culture's history. By taking a leadership role in promoting numerous cultural legacies, the City of Carlsbad can help to share these historic treasures at outdoor concerts, on weekend outings in the Village and during walks along our extensive trail network. PRIMARY GOAL GOAL: Celebrate Carlsbad’s Unique History and Distinct Identities Through Arts & Culture In this Leader role, the city would help develop and promote the diverse, creative and cultural resources that define it. The Cultural Arts Office can foster partnerships and collaborations between organizations that share the vision of building a dynamic arts and culture sector that promotes the city’s identity and gives voice to its stories. STRATEGIES AND ACTIONS The Cultural Arts Office can bring together organizations with a common vision to support a dynamic arts and culture sector by promoting the city’s identity and giving voice to its many stories. Strategy 1: Promote Carlsbad's distinctive identities by connecting the arts, the city’s heritage and the natural and constructed environment. • Action 1.1: Create a match-funded collaboration between local businesses and the Parks & Recreation Department to create a Trail Art program on paths near business parks to encourage wellness and enhance the experience. • Action 1.2: Work within the context of Coastal Improvement Projects to create opportunities for temporary and permanent art displays that celebrate the community's historic ties with the coast. Strategy 2: Enhance the Carlsbad Barrio neighborhood as a cultural destination. • Action 2.1: Celebrate Barrio heritage through city signage in English and in Spanish to foster and support cultural heritage connections. • Action 2.2: Work with the Barrio neighborhood residents, preservation advocates, businesses and non-profits to explore how the Carlsbad Barrio can thrive as a cultural asset and destination for residents and visitors. Strategy 3: Promote Carlsbad as a vital cultural destination that celebrates the work of local artists. • Action 3.1: Develop a “Working with Local Artists” training program to help the local business community bring more local artists’ work (visual, music, etc.) into area hotels and businesses. Create a directory of those businesses in town that have been through the training. May 22, 2018 Item #11 Page 40 of 69 36 • Action 3.2 Create a cultural tourism marketing plan, collaborating with Visit Carlsbad and other tourism-related organizations. POTENTIAL PARTNERS ● Local artists and arts organizations ● Neighborhood associations ● City of Carlsbad ● Businesses ● Carlsbad Chamber of Commerce ● Visit Carlsbad ● Carlsbad Village Association ● Carlsbad Historical Society ● Local preservation advocates Fiesta Del Barrio Carlsbad celebration COMMUNITY VOICES Here’s what members of the community said in our outreach surveys. “We need something to connect us throughout the city, art and cultural activities have the potential to do just that.” “Environmental art sculpture and environmental art. More calls for sculpture in the environment and more venues in which to exhibit.” “I miss the Barrio Festival that used to be held. It offered a wide range of diverse cultural art, food and entertainment close to our downtown.” “Look for the diversity and history of our community. Be open to considering arts and culture that serves to tell a lifelong story of our community.” “I'd love to see a tour of the architecture of Carlsbad or the gardens.” May 22, 2018 Item #11 Page 41 of 69 37 BUILD CAPACITY WITHIN THE ARTS & CULTURE SECTOR Stereotypes of paint-splattered artists alone in cramped studios are giving way to more realistic images of individuals engaged in local economies across a wide and expanding array of performing and visual disciplines as well as digital work. Today, artists are forming mutually beneficial partnerships with local businesses that help entrepreneurs gain awareness within the community and grow the economy. Cities can help by stimulating capacity building that leverages resources and assists artists and arts organizations. Capacity building, according to the National Council of Nonprofits, is a way for a nonprofit to more effectively deliver its mission by identifying a communications strategy, improving volunteer recruitment, developing a leadership succession plan, updating technology and securing financial and operational stability. As a longstanding provider of arts and culture programs in our community, the City of Carlsbad can support existing and attract new arts and culture providers through capacity building. PRIMARY GOAL GOAL: Build Capacity Within the Arts & Culture Sector In this additional role as a Leader the City of Carlsbad would connect and initiate dialogue with partners able to help explore and expand the vision of arts and culture in the area. STRATEGIES AND ACTIONS Opportunities exist for the Cultural Arts Office to provide insight and support to build other local arts and culture organizations to strengthen their reach and impact in the community. The city could then assume a greater leadership role at the local and regional level and identify new strategic opportunities for programming, venue development and education that might otherwise be financially unfeasible. Strategy 1: Foster arts and culture organizational capacity building such as through alternative funding opportunities for the arts, like the city’s 2018 Capacity Building Grants and Increasing Funding in the city’s Community’s Grant Budget. • Action 1.1: Create a grants program focused on start-ups for arts organizations to help them get their feet on solid ground. • Action 1.2: Create a Technical Assistance in partnership with local business organizations and other higher-level institutions (and their Small Business Development Center) to create a program for local artists and arts organizations to help them develop needed business skills for arts entrepreneurship such as business plan writing, accounting and arts marketing. May 22, 2018 Item #11 Page 42 of 69 38 • Action 1.3: Explore the development of an Arts Incubator program for new creative-sector start-ups. Strategy 2: Elevate awareness of and attention to the cultural arts as part of city policy decisions. • Action 2.1: Create a City of Carlsbad Orientation program for local artists and creative entrepreneurs to help foster artist involvement on different city boards and commissions. • Action 2.2: Have a “Relief Time” program for city staff from different departments to volunteer with different local arts programs in order to facilitate learning and understanding about how the arts contribute to the city as a whole. Strategy 3: Foster arts leadership integration through existing organizations like North County Arts Network (NCAN) and others. • Action 3.1: Explore the creation of an Annual State of the Arts event in North County, to provide opportunities for community-building and shared learning and to generate interest and create a dialogue and ideas around the arts, culture and creative industries within North County. • Action 3.2: Convene a Regional Arts Roundtable to look at broad needs with specific working groups to address topics such as programming, venues and other essential elements of the regional arts ecosystem. • Action 3.3: Work with regional partners to pursue creative economy research and create a regional convening around the release of the results. POTENTIAL PARTNERS ● North County cities ● North County Arts Network (NCAN) ● Local artists and arts organizations ● New regional grant sources ● City of Carlsbad grantees ● Carlsbad Library & Arts Foundation ● Carlsbad Friends of the Arts ● San Diego Regional Arts & Culture Coalition ● Innovate 78 ● San Diego North Economic Development Council May 22, 2018 Item #11 Page 43 of 69 39 Carlsbad Community Arts Grant recipient New Village Arts. Photo: New Village Arts COMMUNITY VOICES Here’s what members of the community said in our surveys during our outreach. “More local artists displaying and being part of decision making (in various citywide planning efforts) for Carlsbad.” “Carlsbad could elevate the existing arts and culture offerings by enhancing the efforts of local galleries, music venues and theatres, like New Village Arts, by providing funding and increased marketing support.” “[Provide] more opportunities for local artists to be involved in the planning of events, such as through round table discussions, meetings, online groups and discussions that focus on getting more people involved in working to implement music and arts events around the city.” May 22, 2018 Item #11 Page 44 of 69 40 IMPLEMENTATION The Carlsbad Arts & Culture Master Plan is based on the understanding that the strongest long-term effects can be created through partnerships between the city and the community. While the city will take the lead for most of the action items, it cannot bring the community’s long-term vision to life without the involvement of the business community, artists, arts organizations, schools and neighborhood residents. The actions that form the foundation of the plan came from input by Carlsbad residents and it is with their energy, ideas and passion that the city can achieve the role of a partner in seeing those visions come to life. The planning process itself has already created substantial changes, including: ● Addition of more TGIF concert pre-show performances to create new opportunities for local arts groups ● Expansion of Community Arts Grants to include new categories of Capacity Building and Special Opportunities ● Create partnerships for programming such as the April Prom exhibit and student film project with Carlsbad High School Film Academy ● Incorporating audience interests and feedback into new arts programming such as Starring Artists PRIMARY IMPLEMENTATION RECOMMENDATIONS Given the new roles established within the plan for the Cultural Arts Office and the city at large, many of the costs associated with these roles are for staff. Capacity building and partnering efforts for the creative community will take additional staff time. They will also be required to ensure that the city continues to provide its high level of artistic programming. New staffing will be critical for the development of Action Items that help grow the arts and culture sector while maintaining the current high level of events and programming that the community expects. It is also important because the Cultural Arts Office has not seen a staffing increase in over 18 years. The growing understanding about the role that arts and culture plays within the local economy will require reevaluating and expanding the staff structure to proceed beyond the current status quo and meet the demands for growing and supporting the local creative community. 1. Provide funding for one full-time employee at the Cultural Arts Office to oversee the implementation of plan action items and leverage the potential of public-private partnerships to support overall plan goals. Provide funding for an additional dedicated full-time employee to implement the Mobile Outreach strategy, the Trail Art initiative and the Business Park After Dark initiative. May 22, 2018 Item #11 Page 45 of 69 41 2. Provide General Fund allotment for the following items: a. Recommended annual increases i. Annual increase of 10-15 percent to be reviewed every three years in support of ongoing community arts grants as well as the support of an Artists Residency program b. Recommended specific increases i. Implement Mobile Art outreach strategy including the purchase of an Art Bus ii. One-time grant to be given jointly to the Library and Arts Foundation and the Friends of the Arts to hire a grant strategist for a two-year term to enable the two organizations to develop their capacity to identify, procure and administer grants for the Cultural Arts Office and its arts programming. 3. Recommend to the City Manager and staff to look at implementing a graduated fee structure for arts and culture offerings within the city and the potential for fee for service offerings such as the rental of the Mobile Stage. 4. Recommend the City Manager and staff to review both the City of Carlsbad Corporate Marketing Partnership policy and San Diego’s recent Naming of City Assets policy to create specific policy recommendations and support the development of a broad funding strategy that is tailored to the arts and culture sector of the city. 5. Have city staff investigate opportunities for more creative funding streams and encourage the creation of partnerships across both the private and non-profit sectors for the creation of arts and culture opportunities throughout the city. May 22, 2018 Item #11 Page 46 of 69 42 FUNDING SOURCES FOR THE ARTS & CULTURE SECTOR With new ideas come new funding needs. The City of Carlsbad has traditionally funded its arts programs from its General Fund revenues. With the implementation of the initiatives proposed within this plan, additional funding will be needed from local, state and federal sources. And while current arts and culture funding mechanisms are important to maintain, new funding sources can be identified and pursued. GENERAL FUND Currently, the city of Carlsbad supports the Cultural Arts Office, its staff and programming through the General Fund. Fiscal year funding levels of $1 million annually result in spending of approximately $8.75 per capita. DESIGNATED FUNDING STREAMS Fees for Service Additional funding sources can come through a combination of city general funds, local, state and federal grants, matching funds from partner organizations and potential earned income through fees for services (such as art camps) and admission to city events. ● Marketing efforts can include an online box office and advertising. ● Potential renting of the Mobile Stage or other such initiatives, as a number of U.S. cities and non-profits have done, can use a graduated fee structure that addresses a broader number of factors including: o whether the renter is an individual, non-profit organization, or for- profit entity; o the number of people attending the targeted event; o certain holidays and event timeframes that may allow the city to charge more due to demand. Longer-Term: Dedicated Revenue Source As the city continues developing long-term sustainable funding streams for its growing creative sector, it will most likely also seek to identify additional dedicated funding streams. Other jurisdictions have been successful in creating citizen ballot initiatives that allocate a particular percentage of property or sales tax to fund arts and culture. Focused on the creation of special taxing districts or specific sales tax levies, these taxes require state legislative authority. However, one caution with tax levies: The use of these levies for arts and culture funding, especially sales taxes, can have a regressive impact on low-income families unless exemptions or other policies are adopted to minimize the impact on these families. One example of a voluntary tax done in collaboration with other sectors is Cedar City, Utah’s RAP Tax. Taxpayers voted in the RAP Tax (Recreation, Arts and Parks) in 2004 for an additional one-tenth-of-one-percent sales tax levied on all purchases within the city. Revenues are allocated equally between recreation, arts and parks. Initially the tax levy was for a seven-year term but state law has expanded that timeframe to ten-year renewable cycles. The most recent renewal was in 2014 and was supported by more than 67% of voters. May 22, 2018 Item #11 Page 47 of 69 43 ● https://www.cedarcity.org/DocumentCenter/Home/View/267 Another example of an arts and culture tax is the county level cigarette tax in Cuyahoga County, Ohio, which helps to support the arts and culture sector in Cleveland. The county ordinance places a one-and-a-half percent tax of every pack of cigarettes sold in the county. In 2015, a vote was taken to renew the county’s ordinance and passed by 75.2 percent – a higher margin of support than any other county issue in the decade since its inception, the tax has provided between $15 million and $20 million, although that amount is decreasing given the fact that the number of smokers is currently declining. ● https://tinyurl.com/y79e64gb A third example of cross sector arts and culture tax levies can be found in Denver, which levies a sales tax of one cent per $10 (0.1%). The tax is focused specifically on supporting the Scientific and Cultural Facilities District that was created in 1988 and voted for renewal in 1994 and 2004. The tax currently raises over $53 million for arts, cultural and scientific groups and funds such organizations as The Denver Zoo, Denver Museum of Nature & Science, Denver Art Museum and Denver Botanic Gardens, as well as approximately 250 smaller arts organizations throughout the seven-county metro area that the legislation supports. ● http://scfd.org/graphics/uploads/Files/2016%20SCFD%20Statute.pdf The cultural sector can also look to ideas from other sectors such as parks and the environment that historically have received additional funding from specific (often voluntary) fees added onto city utility bills. Recently these types of fees have also been targeted towards the arts as well. One specific program is in Belle Plaine, Minnesota where the Belle Plaine Parks Board and City Council have sought additional ways to support youth recreational and community programming. To help bolster general funds that go towards grants assisting in registration costs for youth activities, they have created the Round-Up Program. It gives utility billing customers the option of “rounding up” their utility bill to the nearest dollar. The funds gathered from the program go directly towards the Youth Activity Grant Program. ● http://www.belleplainemn.com/utility-bill-round-program In another example from Cedar Park, Texas the local Parks, Arts and Community Enrichment (PACE) Advisory Board is funded in part by a voluntary monthly donation on city water utility bills. Residents set the amount and all funds are directed towards the public art program. ● http://www.cedarparktexas.gov/Home/ShowDocument?id=3891 May 22, 2018 Item #11 Page 48 of 69 44 ADDITIONAL FUNDING AND FINANCING OPPORTUNITIES Grants and Philanthropic Donations The potential partnerships outlined within this plan are at the heart of what many current state and national funders – such as the National Endowment for the Arts and the California Arts Council – are currently seeking to support. Looking to identify projects that function inside and outside traditional spheres of artistic production, national, state and local funders often support communities that can leverage the arts to help achieve goals in areas such as the environment, health and transportation. Carlsbad is fortunate to have both a Library and Arts Foundation and the Carlsbad Friends of the Arts to serve critical roles in supporting the high level of programming and services offered by the city. One of the primary implementation recommendations is to provide a grant that would be given jointly to both organizations in order to hire a grant strategist for two years. This grant strategist would develop an overall strategy for arts and culture grants and create the initial round of applications. The goal for the initial grant cycle would be to fund specific programs and help the two foundations develop the administrative tools needed to identify, write and administer grant projects in the future. As the grants specialist surveys the local, state and national funding landscape, it is important to note that specific grants will most often not cover annual operating costs. They will however be able to help with the funding of capital projects, seed funding and cross-sector placemaking projects that can bring many local partners to the table in order to create arts-based community improvements. One source of creative placemaking funding is the National Endowment for the Arts Our Town program (https://www.arts.gov/grants-organizations/our-town/introduction) and the Art Works program (https://www.arts.gov/grants-organizations/art-works/grant- program-description), both of which have funded numerous Californian cities. For a comprehensive set of Our Town program examples see the Exploring Our Town website (http://arts.gov/exploring-our-town). The California Arts Council also provides grants to local arts agencies with their Creative California Community program (http://www.cac.ca.gov/programs/ccc.php), which, like the NEA Our Town program, specifically seeks to create opportunities for creative placemaking-type projects. Another California Arts Council program that can help the City of Carlsbad achieve its Priority Action for creating artist residencies is the Artists in Communities program (http://www.cac.ca.gov/programs/ac.php). This program seeks to support artistic residencies in community settings and help demonstrate that “artists are integral to healthy communities and that the arts … brings people together, builds community and fosters social progress.” It is important to note that, as the city and its supporting foundations embark upon the development of a larger arts funding strategy, opportunities can be sought outside of the arts world and traditional arts-based funders. Just as the National Endowment for the Arts and the California Arts Council seek to fund communities that are looking to achieve cross-sector partnerships that bring artists into community development contexts, many funding agencies that traditionally support other disciplines and other sectors can also be tapped for arts support. One such example can be found in the area of transportation where funders are now realizing May 22, 2018 Item #11 Page 49 of 69 45 the important role that the arts can play in creating visual enhancements, community outreach and project ideation. The Americans for the Arts offers a guide on federal funding for arts-based Transportation Enhancements (https://www.americansforthearts.org/sites/default/files/pdf/get_involved/advocacy /TransportationGuide07.pdf). More recently, Transportation for the Arts, a transportation advocacy group, has written a Creative Placemaking Field Scan (http://t4america.org/maps-tools/creative-placemaking-field-scan/) and started State of the Art Transportation Trainings (http://t4america.org/creative-placemaking- workshops/) in which communities receive tailored technical assistance to equip themselves to utilize arts, culture and other creative approaches for solving specific transportation problems. Partnership Contributions The collaborative relationships created within the context of partnerships that can help to garner philanthropic donations can also help to bring additional resources to city efforts such as volunteers, sponsorships, in-kind donations and additional staff support. As this plan continues to be implemented it will be important to foster strong ties with the private sector, which has traditionally served in a major support role for cultural organizations. Carlsbad is fortunate to have a robust business sector that understands the critical importance of the arts and culture for creating the vital and dynamic sense of place that creative talent demand. This existing support should be further cultivated through the creation of strong ties between the Cultural Arts Office and the Economic Development Division along with fostering support and recognition for the critical role that the arts play within private sector networks. Private Development Incentives and Fees Given the dynamic and interconnected nature of the arts sector to the larger economy, general support for the creative sector is critical for the growth and sustainability of arts and culture within Carlsbad. The city can help to foster relationships between the creative sector and private sector industries. These relationships can take many forms including philanthropic support, partnerships, in- kind donations and project staff support. Additionally, the city can implement specific policies that will help to steer private investment in the city towards the support of the creative sector. ● Create an Arts Inclusion policy: The policy would outline parameters for private developers when they incorporate artwork into new large-scale residential, commercial and institutional projects. The policy can help to frame conversations between the city and private developers looking to place artwork or sponsor on-going arts events within their own developments. The policy should address a strategy for creating art on private development sites, proposed contribution (typically .5-2%), definition of appropriate public art, artist selection criteria and project selection criteria. o Example of City of Suwanee: http://www.suwanee.com/pdfs/public%20art%20developer%20guide.pdf ● Offer development incentives: Encourage the identification of specific arts and culture contributions (such as public art or ongoing support for temporary displays or performances) as part of Community Benefit May 22, 2018 Item #11 Page 50 of 69 46 Agreement (CBA) conversations for future in-fill projects. CBAs require new developments to be in conversations with neighborhood organizations and identify tangible benefits for residents who live near a project, before the city offers tax incentives or other development supportive services. o National CBA examples: http://somervillecdc.org/sites/default/files/scc- minimal/files/national_examples_of_community_benefits_agreeme nts_cbas.pdf ● Sponsorship of events and programs: In 2014, the City of Carlsbad adopted a corporate marketing partnership policy (resolution # 2014-025) that enables corporate entities to support city programs, events and services while generating exposure for their brands among city audiences. These specific policies can be reviewed as part of a larger effort to identify new and creative funding streams for the programs and initiatives directed by the Cultural Arts Office. To tailor the policy to the needs of the Carlsbad creative community, the policy can be reviewed and compared to best practices of larger scale arts organizations for the sponsorship and underwriting of artistic productions. o http://edocs.carlsbadca.gov/HPRMWebDrawer/RecordHTML/392427 Working with Outside Developers for Live/Work Spaces As cited earlier, the Cultural Arts Office, with advisement from the Arts Commission, has identified that city residents wish to encourage arts and culture and enhance community character and historic resources within the Village at large. The plan specifically calls for fostering art in the Village and the Barrio areas in ways that are connected in place and spirit yet retain the unique personalities of each. Arts and culture can be a key component in developing this strategy, particularly with the development of affordable live/work housing for local artists. Often unable to afford both residential and studio space, artists may need to live outside of the areas that would benefit most from their presence. The development of affordable live/work artist housing can thus help to support both the creative community and the local community in having access to rich traditions of cultural and expression within their neighborhood. However, the development of affordable spaces for artists is complicated and it is recommended that the City of Carlsbad reach out to experienced and respected national organizations such as ArtSpace, to learn how to best create workable strategies. May 22, 2018 Item #11 Page 51 of 69 47 IMPLEMENTATION CHART TEN PRIORITY ACTIONS As cited earlier, the Cultural Arts Office, with advisement from the Arts Commission, has identified ten strategic priorities they will be pursing over the next three years. 1. Research and development of venue feasibility plan (Physical Realm 1.1 – Partner) 2. Implement Mobile Outreach Strategy: utilizing a newly programmed Art Bus and Mobile Stage (Daily Life 2.1 and 2.2 – Partner) 3. Support the continuation and development of Carlsbad’s festival and event culture (Daily Life 1.1 – Partner) 4. Launch a pilot program to Integrate arts into the curriculum of Carlsbad’s three Title 1 schools through a focus on STEAM (Learning 3.1 – Connector) 5. Explore programs for businesses to support professional and personal development of employees including Business Park After Dark programming (Business 1.2 and 3.1 – Connector) 6. Increase community grant funding and support (Daily Life 4.2 – Partner) 7. Support board development training for potential new board members for local arts organizations (Business 2.4 – Connector) 8. Create a Trail Art program (Identities 1.1 – Leader) 9. Create a Guest Artist residency program (Learning 2.4 – Connector) 10. Create a Cultural Tourism Marketing Plan (Identities 3.2 – Leader) In addition to these priorities, the other Action Items within the plan have been ranked according to the timeframes in which they will be addressed for implementation. Within the plan the following categories were used: • Short-Term: 1-3 years • Mid-Term: 4-6 years • Long-Term: 7-10 years The charts in the next section outline the Action Items listed above and identify the partners, timeframe and resources needed to accomplish plan goals. May 22, 2018 Item #11 Page 52 of 69 48 CARLSBAD ARTS & CULTURE PLAN ACTIO MATRIX-DAILY LIFE 'MlO 'MlEN HOW MUCH ACTIONS POTENllAL PARTIIERS TIIEFRAME ESTIMATED RESOURCES Action 1.1: Conmue to support and fostet" iebtionships, whie partnemg with large-scale events wilhin Callsbad, such as Art in Village Barrio leaders, Boys Utilize existing staffing with the v•ge, MSplash, La Costa Film Festival, Cadsbad Music and Girls Club, Carlsbad potential impact on current Festival, and other local organizations that can help to create and Village Association, New programmin g. Staff time for , oromote a feslival offerina for both resKlents and visitors. Villaae Arts 4-6 vears continued oversiaht. Utilize existing staffin g with Action 1.2: Slrean*1e city regulations ielated to street feslivals, potential impact on current performances in the padcs, and slleet pelformeis for speciic local music and event programmin g. Staff time for performance appropria,te places around the city. Create a FAQ professiona Is, Economic development and continued sheet for ootential performers and allisls. Development Department 1-3 years oversight. Utilize existing staffing with potential impact on current programmin g. Staff time for development and continued Action 1.3: Encourage terr.,araiy artwotts to be included in the oversight and delivery - plus pbnning of cormunity celebrations and special events. local event producers 4-6 years $10K annual fund. Utilize existing staffin g with potential impact on current programming. Staff time for Action 1.4: Support city-wide iecogniion of October as Arts and development and continued Humanities Month cross-department partners 1-3 years oversiqht and delivery. Action 2.1: Investigate the possi>ilty of utmmg the city's Mobie Stage for performance opportunities outside of the TGI F concert local community group Expand staff to incorporate series including potential ientals as a revenue source. partners 1-3 years this new effort. Outsource bus procurement with potential expenditure $75,000-$100,000. Action 2.2: Procuie an "Art Bus" for city staff to deiver arts Additional programming with programming to locations throughout the city. 1-3 years expanded staff. Create one-time grant (to be given jointly to both local Action 3.1: Exploie opportunities to advance artist relationships cultural foundations) to hire a with the local ~IY comrruniy, including funding for specific representatives from local grant wr~er and create city , oroiect develooment. militarv communitv 1-3 vears cultural arants strateav. Action 3.2: Wlllt wih local social selVice provi:leis to exploie Create one-time grant (to be opportunities for Colaborative Partnership Programrr.-.g where given jointly for 2 local people wilh physical or othet" types of chalenges can be local disability advocates, cultural foundations) to hire a supported by the arts to exploie thei" own creativity and connect public health officials, mental grant wr~er and create city with the aieatet" cormunitv. health advocates 1-3 vears ara nts strateav. Utilize existing staffing with Action 3.3: Create an "Access to the Art" program and seek local senior advocacy and potential impact on current opportunities to expand scholarships, subSK!ies, and passes for social service agencies, programmin g. Explore seniois and othet" groups identified as having &lancial banieis to Library and Parks funding with Utility Bill arts and cultuie access. departments 1-3 years donation strateqy. Expand staff to incorporate Action 4.1: Wlllt wih neighborhood-based cultural activiy and this new effort as well as enable O..ltural Arts Ofice staff to help neighborhood leadeis in recruit volunteers to support the planning of instalaltions or events. local neighborhood leaders 4-6 years proposed activity. Expand staff to incorporate Action 4.2: Create a neighborhoods arts grant program to prowle this new effort with added seed money and formaize a technical assistance program to help 10% annual increase in local arouos imolement arts events and rimiects. local neiohborhood leaders 4-6 years aeneral fund arant support. Action 5.1: Create a city-wide and/or regional event ismg wilh curient art offerings around Callsbad. Be a resouice to local arts Visit Carlsbad, NGAN, local Expand staff to incorporate mganizations to support more awareness of them-events, arts organizations, and arts this new effort depending on resouices and setVices .. retailers 4-6 vears partnership arranaements. May 22, 2018 Item #11 Page 53 of 69 49 May 22, 2018 Item #11 Page 54 of 69 50 May 22, 2018 Item #11 Page 55 of 69 51 May 22, 2018 Item #11 Page 56 of 69 52 IDENTITIES May 22, 2018 Item #11 Page 57 of 69 53 May 22, 2018 Item #11 Page 58 of 69 54 PROGRAM AND POLICY PRECEDENTS EXAMPLES FROM OTHER US CITIES The arts, culture and creative sectors across the United States are seeing a renaissance of successful, innovative projects and ideas. Fortunately, it is also a time when the field is looking to capture a tremendous amount of case study information where others can find inspiration for their own work. The following selection of case studies is offered as “food for thought” for the work of Carlsbad’s city staff, artists and their supporters. Identifying Innovative Ways to Provide Arts Programming The Art Bus Project: Dedicated to public access to the arts, this “exhibit on wheels” is housed in a repurposed school bus. It is a traveling showcase of eight American artists who span a range of disciplines, ages and races. Traveling across the US the artists invite the public on board to experience art, meet artists and get inspired. At each stop, they host hands-on creative workshops designed to foster imaginative thought and action. https://www.theartbusproject.com/the-project.html Local Arts Initiative Whittier Neighborhood Mural Project, Sioux Falls, SD: In the Whittier neighborhood of Sioux Falls, SD, a barren wall in the public park that served the city’s most diverse neighborhood had become a site for graffiti. A class of intrepid 8th graders imagined an alternative for this problem: a mural that would reflect the identity of the community while filling in the blank space that had become a target for vandalism. https://www.arts.gov/exploring-our-town/whittier-neighborhood-mural-project ROLE 1: PROVIDER CONTINUE TO PROVIDE STRONG ARTS & CULTURE PROGRAMMING ROLE 2: PARTNER SUPPORT ART AS AN ESSENTIAL COMPONENT OF DAILY LIFE May 22, 2018 Item #11 Page 59 of 69 55 Public-Private Partnerships to Enhance the Public Realm Co-Sign, Covington, KY: The City of Covington partnered with the American Sign Museum to create CoSign, an initiative to provide local artist-designed storefront signage to area businesses in a neighborhood targeted for economic redevelopment and revitalization. With a focus on education for both small business owners and artists, the initiative provided employment and training opportunities for artists while creating new signage for small businesses to attract visitors to an area known for commerce and creativity. https://www.arts.gov/exploring-our-town/co-sign Arts Education – Community Initiatives Writing Lives, Missoula, MT: Missoula has a rich literary tradition, with many writers living amidst its inspiring beauty. In its public schools, though, creative writing instruction has tended to be piecemeal, with some schools able to afford it and others not providing it. The Missoula Writing Collaborative set out to fill those holes by developing Writing Lives, a program that would place professional writers in 4th grade classes across the city. Like the many writers in Missoula’s history, the students would treat the local context itself—the city and its natural surroundings—as the subject of their work. https://www.arts.gov/exploring-our-town/writing-lives Resources and Ideas for Arts and Business Partnerships pARTnership Movement: Americans for the Arts is the nation's leading nonprofit organization for advancing the arts in America. Its pARTnership Movement is an initiative to show business leaders that partnering with the arts can build their FOSTER ARTS & CULTURE WITHIN THE PHYSICAL REALM ROLE 3: CONNECTOR EXPAND ARTS & CULTURE LEARNING OPPORTUNITIES ESTABLISH RELATIONSHIPS THAT SUPPORT A CREATIVE AND THRIVING ECONOMY May 22, 2018 Item #11 Page 60 of 69 56 competitive advantage. Online resources provide case studies for how specific businesses were able to partner with their local arts community. http://www.partnershipmovement.org EXPAND ART AND CULTURE LEARNING OPPORTUNITIES Connecting Art and the Environment FLOW: Can You See the River?, Indianapolis, IN: Conceived by visual artist Mary Miss, “FLOW: Can You See the River?” is a citywide public art project in Indianapolis that reveals how the ordinary activities of citizens affect the health and future of the White River water system. As a collaboration of artists, community organizations, scientists and city planners, “FLOW” engaged the citizens of Indianapolis through physical installations along the river, an exhibition and an online interactive mapping tool (trackaraindrop.org) in order to enhance Indianapolis residents’ awareness of the waterway and many of the river-related issues that affect their lives. https://www.arts.gov/exploring-our-town/flow-can-you-see-river Partnerships that Support Capacity Building Arts Incubator of the Rockies: When the Fort Collins Museum moved out of the city’s historic Carnegie Library Building in 2011, it left the City of Fort Collins with a vacant property in one of its most impressive buildings. Reaching out to the community through a series of public dialogues, the city asked residents how they would envision using the building. What they heard was a strong desire to turn the space into a community arts center–the Arts Incubator of the Rockies (AIR). Today the Arts Institute is partnering with Berea College to provide more robust programming and training in the arts. https://www.arts.gov/exploring-our-town/arts-incubator-rockies ROLE 4: LEADER CELEBRATE CARLSBAD’S UNIQUE HISTORY & DISTINCT IDENTITIES BUILD CAPACITY WITHIN THE ARTS & CULTURE SECTOR May 22, 2018 Item #11 Page 61 of 69 57 APPENDICES KEY TERMS Arts – Within this plan, the term “the Arts” is broadly defined and includes an understanding of personal and creative expression through many forms such as music, dance, drama, fine arts, folk art, literary arts, design and architecture, film, radio and television, cuisine, digital media and many others. These different forms of expression can be undertaken professionally or solely for individual reasons. Arts Ecology - The general system of individual artists and arts organizations found within a city that has an impact on the social and economic systems of the area. The goal of a healthy arts ecology is to create strong arts organizations with stable and increasing audiences that can in turn help to strengthen local business economies, local hiring potential and job retention. Creative Placemaking – A cross-sector practice found within city planning and community development that intentionally creates partnerships between the arts and culture sector in order to develop the quality and vitality of a place. Often working with partners from public, private, nonprofit and community sectors, these efforts look to strategically shape the physical and social dimensions of a place through arts and cultural activities. Culture – Broadly speaking, culture is both the expression and celebration of the values of a particular community through its traditions, geography, cuisine, oral traditions, fashion, literature, music and religious expression. Recognized through the sharing of history, language and place, the arts are often a fundamental component in the development and expression of a local sense of place. Innovation - The process of iterative change that occurs for the development of ideas, goods or services. Often with the intention of solving a problem, innovation a major topic in fields of business, economic development and policy creation. May 22, 2018 Item #11 Page 62 of 69 58 LISTING OF CULTURAL ASSETS Asset Type Arts Commission City department, commission, or entity Carlsbad Historical Society City department, commission, or entity City of Carlsbad McGee House City department, commission, or entity Cole Library City department, commission, or entity Carlsbad City Library Learning Center / La Biblioteca de Carlsbad Centro de Aprendizaje City department, commission, or entity Parks & Recreation Department City department, commission, or entity Library Department and Cultural Arts Office City department, commission, or entity Library Board of Trustees City department, commission, or entity Dove Library (including Cannon Gallery, Schulman Auditorium) City department, commission, or entity; Museum or gallery; Venue Carlsbad Sculpture Garden City department, commission, or entity; Public art; Park/outdoor space Carlsbad Friends of the Arts Community organization Senior Center Community organization Boys & Girls Clubs of Carlsbad Village Clubhouse Community organization Carlsbad Village Association Community organization Boys & Girls Club Carlsbad Bressi Clubhouse Community organization Carlsbad Library & Arts Foundation Community organization Carlsbad Friends of the Library Community organization Carlsbad Community Church Community organization; Venue Agua Hedionda Lagoon Discovery Center Cultural experience Carlsbad Music Festival: St Michael's by the Sea Venue Cultural experience Carlsbad Music Festival: Army Navy Academy Chapel Venue Cultural experience Carlsbad Music Festival: Magee Park Venue Cultural experience Carlsbad Music Festival: Carlsbad by the Sea Venue Cultural experience Lego Land Cultural experience Carlsbad High School Education Valley Middle School Education Buena Vista Elementary School Education Jefferson Elementary School Education Kelly Elementary School Education Magnolia Elementary School Education Carlsbad Village Academy Education Carlsbad Seaside Academy Education Gemological Institute of America Education St Patrick Catholic School Education LePort School - Carlsbad Village Education May 22, 2018 Item #11 Page 63 of 69 59 Carlsbad Montessori Center Education Beautiful Saviour Lutheran School Education Army and Navy Academy Education Poinsettia Elementary School Education Pacific Ridge School Education Kuyper Preparatory School Education Sage Creek High School Education Calavera Hills Middle School Education Calavera Hills Elementary School Education Hope Elementary School Education Carlsbad Art Farm Education Pacific Rim Elementary School Education Carlsbad Unified School District Education Aviara Oaks Middle School Education Aviara Oaks Elementary School Education National University Education Halstrom Academy Education Giocolleti Music Center Education; Business Carlsbad Oceanside Art League (COAL) Gallery Museum or gallery Front Porch Gallery Museum or gallery The Foundry Museum or gallery Barrio Museum (aka Barrio Carlos) Museum or gallery Green Dragon Tavern and Museum Museum or gallery Museum of Making Music (MoMM) Museum or gallery; Music venue The Flower Fields at Carlsbad Ranch Park/outdoor space Strawberry Fields (Carlsbad Strawberry Company) Park/outdoor space Batiquitos Lagoon Park/outdoor space Ocean/beach Park/outdoor space Leo Carrillo Historic Ranch Park/outdoor space; Museum or gallery Alga Norte Community Park (TGIF concerts) Park/outdoor space; Music venue Stagecoach Park (TGIF concerts) Park/outdoor space; Music venue Calavera Hills Community Park (TGIF concerts) Park/outdoor space; Music venue Poinsettia Park (TGIF concerts) Park/outdoor space; Music venue National Association of Music Makers (NAMM) Professional organization Bird of Paradise Medallion Public art Caballeros Gates Public art Carlsbad Golfers Public art Carlsbad Shore Protection Sea Wall Public art Carlsbad Village Entrance Public art Coastal Helix Public art Contemplation Public art Father and Child Public art May 22, 2018 Item #11 Page 64 of 69 60 Historical Flowers of Carlsbad Public art Marmalade Dragonflies Public art Mother Earth and Father Sky Public art Northwest Entrance Sculpture Public art Photo Mural Public art Tree for Elijah Public art Untitled Public art Young Singer Public art 10,000 Year Trail Public art Coastal Rail Trail Public art Crown Lair Public art Flowers and Flames Public art Leo Carrillo Entry Gate Public art Swim and Dive Entry Panels and Mosaic Pool Towels Public art Portrait Heads Public art Skateboarder Public art Spires Public art Firefighter Heritage Installation Boxes Public art Flying Shadows Public art Photo Collages on Metal in Rock Shapes Public art Sculptures in the Carlsbad City Children's Library Public art Six Paintings Public art Sports Cut-outs Public art Theresa and Kristi Public art New Village Arts Theater org; Venue Carlsbad Theater Venue; Business Omni La Costa Resort & Spa (home of LaCosta Film Festival) Venue; Business Cinépolis (home of LaCosta Film Festival) Venue; Business Carlsbad Crawl.com Virtual May 22, 2018 Item #11 Page 65 of 69 61 INTERVIEW AND FOCUS GROUP PARTICIPANTS Organization / Affiliation Name Artist Anne Mudge Artist Bryan Snyder Artist Paul Henry Artist Kenneth Capps Artist Janell Cannon Assistant City Manager Gary Barberio Assistant to the City Manager Jason Haber Attorney Hap L'Heureux Barrio Museum Ofie Escobedo Batiquitos Lagoon Fred Sandiquist, Carlsbad Arts Commission Tina Schmidt Carlsbad Arts Commission Laurenn Prater Barker Carlsbad Arts Commission Cathy Breslaw Carlsbad Arts Commission Aaron Alter Carlsbad Arts Commission Emma Jadhav Carlsbad Library & Arts Foundation Jim Selover, President Carlsbad Village Association Marty Volla City Council Michael Schumacher City of Carlsbad Community & Economic Development Glen Van Peski City of Carlsbad Economic Development Christie Marcella City of Carlsbad Library Learning Center Glynn Birdwell City Public Artist (Fire Station 3) Betsy Schulz City Public Artist (Safety Training Center) Michael Stutz City Public Artist (Golf Course) TJ Dixon Comet Design Nanette Newbry Cruzan Jim Mandler Cruzan Tom Wood CUSD, Calavera Hills Middle School Judi Stapleton CUSD, Valley Middle School Sue DeWulf DD Studio Tracy Manning Department of Parks and Recreation Mick Calarco Department of Parks and Recreation Chris Hazeltine Dragmaster - architect/developer Brett Farrow Dragmaster - architect/developer Damian DeRobbio Elevator Frank Cowell Environmental Issues Advocate Mary Ann Eviney May 22, 2018 Item #11 Page 66 of 69 62 Flower Fields Joni Miringoff Friends of the Arts Jackie Stone Historic Preservation Commission Linda Geldner Historic Preservation Commission Laurie Boone Historic Preservation Commission Chris Garcia La Costa Canyon High School Ron Lenc La Jolla Historical Society Heath Fox Legoland Lynn Crockett LegoLand Jake Gonzales Library & Cultural Arts Department Heather Pizzuto Library & Cultural Arts Department Richard Schultz Museum of Making Music Carolyn Grant Musician and Carlsbad Residents Bonnie and Gunnar Biggs New Village Arts Kristianne Kurner North County Symphony Orchestra Bill Gilmer, President Parks and Recreation Commission Ron Withall Senor Grubby’s Justin Jachura SMUSD, San Marcos Middle School Michelle Breyer Special Projects Consultant Peder Norby Viz Art Ink Gallery Gregg Visintainer May 22, 2018 Item #11 Page 67 of 69 63 CONSULTANT PROFILE GO collaborative is a design and planning firm focused on creative, community design and development. Their services include arts and culture master planning, arts evaluation, creative placemaking design and development services. Founded by Sarah Gamble, architect and Lynn Osgood, urban planner and researcher, the firm combines their complementary backgrounds and passion for the public realm. GO collaborative embodies the strengths of their diverse professional training with experience providing creative and innovative services to connect people in meaningful ways with the places they care about. The firm led the NEA’s efforts to create Exploring Our Town, an online resource that highlights their Our Town grant program and provides insights into how creative placemaking projects come together across the nation. May 22, 2018 Item #11 Page 68 of 69 64 COMMUNITY FEEDBACK REPORT Please visit: http://www.carlsbadca.gov/civicax/filebank/blobdload.aspx?BlobID=35960 May 22, 2018 Item #11 Page 69 of 69 All Receive 1D [PffiWlfiS]lfl For the Information of the: {'cityof Carlsbad Memorandum CIT'( COUN,CIL ACM_./_ CA ~CCP, Date 5·2.2.·RCM ,/ COO ./ -- May 22, 2018 To: From: Via: Re: Mayor and City Council Heather Pizzuto, Library & Cultur Scott Chadwick, Chief Operations O 1 Council Agenda Questions for May 22, 2018 Agenda Item #11 1. Question from Council: Are references to individual schools or school districts within the Draft Arts & Culture Plan intended to be exclusive to those districts or schools? Answer from Staff: Several items in the draft plan address potential work with schools. In these cases, the intention is to work with all interested districts/schools serving the Carlsbad community. The revised plan will generally reference districts/schools where this is intended. The appendix listing Cultural Assets will be updated to include all current schools/districts serving the Carlsbad community. On page 30 of the draft plan, a reference to supporting STEM to STEAM learning initiatives and promoting the development of innovation and creativity is described specifically for Carlsbad's Title 1 schools. This is an intentional action item responding to a community desire to ensure all students have equal access to those opportunities without regard to financial limitations. However, it is not intended to limit STEM to STEAM efforts only to those schools. 2. Question from Council: Are efforts to create a Trail Arts program limited only to paths near business parks? Answer from Staff: On page 35 of the draft Plan, Action 1.1 addresses a particular effort to work with local businesses to create a Trail Art program on paths near business parks. This responds to an interest heard from representatives of the business sector to use the arts to encourage wellness and enhance the experience of employees. The draft Plan also proposes an overall priority action of creating a Trail Art program that serves the community in general and is not limited to paths near business parks. This will be clarified in the final Plan. 3. Question from Council: What is intended when "City of Carlsbad" is listed as a potential partner? Does this mean partnering with ourselves? City of Carlsbad 1775 Dove Lane I Carlsbad, CA 92008 I 760-602-2056 t Mayor and City Council May 22, 2018 Page 2 Answer from Staff: References in the plan to "City of Carlsbad" as a potential partner in achieving a strategy or action were intended to convey any city department or unit with that potential. The revised plan will either specify the potential department/units or indicate "City departments/units." Cc: Kevin Crawford, City Manager Celia Brewer, City Attorney Gary Barberio, Assistant City Manager Richard Schultz, Cultural Arts Manager Carlsbad Arts & Culture Master Plan May 22, 2018 Richard Schultz Cultural Arts Manager Heather Pizzuto Library & Cultural Arts Director Overview •Review the plan process •Recap public input •Discuss the themes and roles •Review the top ten priorities •Seek feedback from the City Council Community Vision Arts & Culture Plan Goals Planning Process Outreach Activities Participants •Leaders from arts, culture & historical organizations •Business community members •Educators •Community supporters and advocates •Artists & residents from different neighborhoods •City of Carlsbad personnel Activity Timeline 2017 •March to May: Focus Groups, Interviews and Survey 1 •June to August: Survey 2 with Expanded Outreach •September & October: Developed Support Documents •November to December: Staff Review of Early Drafts Activity Timeline2018 •January & February: Input Summary and Revised Draft Plan Released •March: Developed Plan Preview •April: Plan Preview Released with Survey •May & June: Presentations to City Council Public Engagement •Social Media Campaign •Electronic Media •Print Media Targeted Outreach Multi-Cultural Outreach •Engaged Local Specialist •Face-to-Face Interactions •Schools, Parks, and Churches •Affordable Housing Complexes, After-School Programs and Restaurants Support for Arts & Culture How important a role do Arts & Culture activities play in improving the quality of life in Carlsbad? 92% Arts & Culture is either important (32%) or extremely important (60%) Arts & Culture Participation (82%) participate either monthly (36%) or two to five times per year (46%) in an arts and/or cultural event Emerging Themes 1.Enhance Carlsbad’s distinct identities through arts and culture 2.Support art as an essential component of daily life 3.Expand arts and culture learning opportunities Emerging Themes 4.Enable art to enhance the physical realm 5.Enrich a strong and thriving business sector 6.Encourage greater capacity building in the arts The City of Carlsbad’s Role The current role of the Cultural Arts Office is focused on being a provider of arts programs and events. Looking ahead… •Leader: As a leader in the region recognizing the potential to advocate in support of the arts The City of Carlsbad’s Role •Connector: As a connector bringing together different entities to support and pursue mutual goals •Partner: As a partner dedicated to collaboration as a key strategy to increase the impact of the arts Top Ten Actions 10. Create a Cultural Tourism Marketing Plan 9.Create a Guest Artist residency program 8.Create a Trail Art program 7.Support board development training for potential new board members for local arts organizations Top Ten Actions 6.Increase community grant funding and support 5.Explore programs for businesses to support professional and personal development of employees including Business Park After Dark programming’ 4.Launch a pilot program to integrate arts into the curriculum of Carlsbad’s three Title 1 schools through a focus on STEAM (Science, Technology, Engineering, Arts and Mathematics) Top Ten Actions 3.Support the continuation and development of Carlsbad’s festival and event culture 2.Implement Mobile Outreach Strategy utilizing a newly programmed Art Bus and Mobile Stage 1.Research and development of venue feasibility plan Future Vision Future Vision Physical Realm Action 3.3:Fund technology upgrades for the Cannon Art Gallery to enable the space to function at contemporary standards for audio programming and visitor support features. Lifelong Learning Action 2.4:Create opportunities for Guest Artist Residencies of 2 weeks to 2 months in length that would create the opportunity for master classes as well as the potential for youth summer camps or other engagement events. Future Vision Enhance Cannon Gallery Technology + Guest Teaching Artist Residency = Taking Art to the Next Level Next Steps in Planning Process Revised plan to incorporate Council and community input Final presentation June 26 for approval Feedback & Questions Arts & Culture Plan Goals